Über Thomas Wehrheim

Thomas Wolfgang Wehrheim *1964

Professional Qualification
Diplom Betriebswirt (FH) - MBA Master of Business Administration 

Language Skills
- English (contractual)
- French (good knowledge)
- Spain (conversation)
- German (first language)

Special Skills
- Developing company strategies
- Leadership
- Operations and Project Management
- Managing people / organisations to be successful
- Managing of complex internal and external projects
- Managing large international EPC contracts
              a) Oil and Gas
              b) Power / Energy
- Risk- and Contracts-Management
- Construction Management

Professional Career

Thomas Wehrheim

Apr 2023 – today
Executive Management Consulting
National and International Operational Excellence Consulting
EPC and Engineering Business Oil & Gas / Energy Sector
CEO (Managing Director) and Sole Proprietor

Apr 2020 – Mar 2023:
TGE Gas Engineering GmbH
Member of the CIMC Group, China
Bonn (Germany), Southampton (UK), Shanghai (China)
Oil & Gas Sector
International EPC Contractor for LNG Tank-Farm Projects
CEO (Chief Executive Officer) / Managing Director

Oct 2018 - Mar 2020:
IDS Industrieservice + Anlagenbau GmbH
Oberhausen (Germany), Sibenik (Croatia),
Johannesburg (RSA)
Power / Energy / Oil & Gas / Pulp & Paper / Beverage
COO (Chief Operations Officer) / Director Operations
International Constructions and Weldings, Welding Accademy

Aug 2016 - Sept 2018:
Mitsubishi Hitachi Power Systems Europe GmbH
Duisburg (Germany), London (UK)
Power / Energy / Environmental Sector
Member of the MHPS Europe Ltd. Executive Team, London
COO (Chief Operations Officer) / SVP Operations
Member of the Managing Board
Interim CSO (Chief Sales Officer) / SVP Sales and Marketing
Nov 2016 - Nov 2017

July 2014 – July 2016
Doosan Lentjes GmbH
Ratingen (Germany)
Power / Energy / Environmental Sector
CEO (Chief Executive Officer) Speaker of the Board

Jan 2012 – June 2014          
Doosan Lentjes GmbH
COO (Chief Operation Officer) Member of the Board

May 2012 – Dec 2013           
Doosan Power Systems Ltd
Crawley (UK)
Power / Energy / Environmental Sector
Division Vice President Operations
parallel COO Doosan Lentjes

Mar 2010 – Nov 2010            
AE&E Group Division SGP (Steam Generator and Plants)
Vienna, Sydney, Ratingen, Atlanta
Division Vice President Operations
parallel COO AE&E Lentjes

Jan 2009 – Dec 2011 
AE&E Lentjes GmbH
Ratingen (Germany)
Power / Energy / Environmental Sector
COO (Chief Operation Officer) Member of the Board

Sept 2006 – Dec 2008          
AE&E Group GmbH
(Austrian Energy & Environment Holding)
Vienna (Austria)
Power / Energy / Environmental Sector
Director Strategic Project Risk-Management Holding

Oct 2004 – Aug 2006            
MAN Ferrostaal Industrieanlagen GmbH
today - Ferrostaal Oil and Gas GmbH
Geisenheim (Germany)
Oil and Gas Sector
Managing Director Thailand-Branch Bangkok (Thailand)

April 2000 – Sept 2004         
Lurgi Oel Gas Chemie GmbH
today Air Liquide GmbH
Frankfurt / Main (Germany)
Oil and Gas Sector
Head of Commercial Project Management

Aug 1985 – Mar 2000            
ABB Alstom Power GmbH
ABB Kraftwerke AG 
today – GE
Mannheim / Butzbach (Germany)
Power / Energy / Environmental Sector
Oct 1996 - Mar 2000, Senior Commercial Project Manager
Aug 1995 - Sept 1996Senior Project Procurement Manager
Feb 1992 - July 1995, Procurement Manager during Study


Feb 1992 – July 1995 
University of Applied Science
Frankfurt (Germany)
Master Degree in Economics


Jun 1987 - Feb 1992             
ABB Fläkt GmbH
today – GE
Butzbach (Germany)
Power / Energy / Environmental Sector
Project Procurement Manager

Aug 1985 – Jun 1987
Fläkt GmbH (Subsidiary of ASEA / ABB)
Butzbach (Germany)
Power / Energy / Environmental Sector
Apprenticeship Industrial Management Assistant





Thomas Wehrheim

  • Strong Team-Player
  • Strong Motivator
  • Multitasking
  • Quick in analysing difficult problems and situations
  • Decision maker - Hands-On Manager
  • Excellent in working together with international teams and cultures
    a) Far East Asia (China, Japan, Korea, Thailand, Philippines)
    b) Middle East (Turkey, Saudi, Iran)
    c) Europe
    d) Americas (North-America, Trinidad, Chile)
  • Secures / improves strategic company targets
    (order intake, turn-over, cash-flow and profit)
  • Developing company strategies
  • Strong Leadership-Owner
  • Operational Excellence and Project Management
  • Managing people / organisations to be successful
  • Lives and delegates trust, spirit and passion
  • Managing internal-company strategic complex projects
  • Managing complex proposal projects
  • Managing large international EPC contracts
    a) Power / Energy / Environmental
    b) Oil and Gas
  • Risk- and Contracts-Management
  • Construction Management
  • Strong negotiator with clients / partners and subcontractors / suppliers


Thomas Wehrheim


Strong international and Asian cultural affinity, positive development of German-Chinese, German-Croatian, German-Japanese, German-Korean,  German-Thailand sales and execution structures
Successful integration of different cultures into
ONE common organisation / team
Realisation of significant order intake in
segments "LNG", "Coal / Waste to Energy", "Oil & Gas"

Delivered 160.000 m³ tank farm EPC in Belgium for
client Oiltanking / Ineos
Received three major EPC order intake for tank farms
in total approx 340 Mio Euro

Delivered 1.200 MW EPC Polish coal-fired power plant for
client ENEA in time and better as sold

Doosan Lentjes:         
Delivered 3770.00 to/a waste to energy EPC in Netherlands for client Omrin and first positive operational profit results after acquisition by Doosan

Doosan Lentjes:        
Established RPM (reference product model) products based on standardised and modularised basis to achieve cost-competitiveness >30%

Doosan Lentjes:         
Realignment of company processes be become more efficient

TGE, MHPS, Lentjes:
Implemented new company leadership style "Management by Objectives"

MHPS and Lentjes:    
Shift company´s focus to become more product orientated

MHPS and Lentjes:    
stablished new procurement and partnership strategy with Chinese Suppliers

Building up dynamic task-force teams

Integration of subsidiaries into one common company approach after M&A

After mother holding of AE&E Group filed insolvency, motivated all employees to stay till company was successfully sold to a new owner

Leading one year successful M&A process, sold AE&E Lentjes to Doosan

Carried out two successful restructuring processes in Doosan Lentjes and MHPSE to adjust companies cost-structure and fit-for future business scenarios.

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