Breman is one of the largest installation companies in the Netherlands, operating across multiple branches nationwide. With an ambitious strategy focused on digitalisation and automation beyond 2030, they needed a single, unified way of working. 

The Challenge 

At Breman, every branch was doing its own thing. Spreadsheets, loose documents, and even handwritten notes with tasks were the norm. Teams were regularly working on the same things, in different ways, without knowing it from each other. There was no shared system, no central overview, and no single source of truth.

For project leaders, this meant spending an entire working day just managing a project plan, leaving little room for actual work. Decisions were made on gut feeling rather than data. And with 25% of people in the installation sector set to retire within the decade, the pressure to change wasn't just strategic, It was urgent!

The Solution

Breman knew that rolling out new software alone wouldn't fix this. The real work was organisational. Together with Bluehive, they formed a cross-branch value team - project leaders, coordinators, and work preparers who deal with planning friction every single day. People who knew exactly where it pinched in practice.

Early online sessions quickly revealed that the differences between branches ran deeper than expected. The team moved to weekly in-person meetings, built trust over time, and made a bold decision: start fresh. Not because everything was wrong, but to define together what the core of the process should actually be.

"We really started over. Not because everything was wrong, but because we wanted to determine together what the core of our process is. That way it truly became something of all of us." - Arjen, business coordinator

It wasn't always easy, terminology alone sparked endless debate, with five different words meaning the same thing across five different branches. But by working through it together, the team built something no single branch could have created alone: one shared way of working, embedded in Asana and rolled out across the entire housing construction division.

Why Bluehive?

Breman knew that rolling out Asana across multiple branches would only succeed with the right partner by their side. Rather than navigating a complex, company-wide implementation alone, they chose to invest in expert guidance from the start. They needed more than technical know-how, they needed a partner who would take them through the entire process, branch by branch, and make sure nothing got lost along the way.

As a hands-on implementation partner, Bluehive provided exactly that. Through on-site collaboration and continuous guidance, the team was challenged at every step to find the best solution together - building not just a working setup, but a deep understanding of how to get the most out of Asana in their day-to-day operations.

The Results

Since implementing Asana, Breman has experienced significant improvements in it's daily operations:

Time savings that speak for themselves: Where project leaders previously spent a full working day on planning, it is now down to one to one-and-a-half hours.

Clear overview: They gained full visibility into all ongoing projects, tasks, and priorities across every branch, enabling better coordination and data-driven decision-making.

From gut feeling to data: Decisions are now made based on facts, instead of gut feeling.

One process, one foundation: With one process and setup across all branches, teams nationwide now plan and collaborate the same way and with that foundation in place, Breman can fully unlock the potential of automation and scale confidently.

Conclusion

Breman's story is proof that real transformation doesn't always start with software - it starts with people. By investing time in building a shared process, daring to start from scratch, and choosing a partner who guided them through every step, they turned a fragmented, multi-branch organisation into one that plans, decides, and grows together.

The foundation is in place. The automation potential is unlocked. And the organisation has something it never had before: one truth.

"This was not an endpoint. This is a beginning."