Tyrens Lietuva: Managing International Engineering Projects
When projects connect multiple countries, hundreds of experts from different disciplines, and must meet international standards, project management tools aren’t optional. Tyrens Lietuva, part of the Swedish Tyréns Group, knows this well. As part of Rail Baltica – the largest rail infrastructure project in the Baltics – Tyrens Lietuva faced new challenges related to managing large-scale projects.
Dainius Gečas, Head of Project Management Business Unit at Tyrens Lietuva, explained how Teamhood gave their teams the structure and helped to coordinate complex engineering infrastructure projects.
About Tyrens Lietuva
Tyrens Lietuva is one of Lithuania’s strategic and leading engineering companies and part of the Swedish Tyréns Group. Over time, the company has successfully delivered more than 10,000 projects, including national infrastructure projects of strategic importance that connect regions and strengthen the entire Baltic area.
Tyrens Lietuva work covers urban planning, water management, and transport infrastructure. What has really shaped the company’s reputation is a mix of technical quality, sustainable thinking, and the drive to bring new solutions into everyday engineering practice.
At the moment, Tyrens Lietuva is concentrating on three main areas. The first is making infrastructure more sustainable. The second is developing urban and mobility systems that can adapt to change and remain resilient. And the third is steady growth – both at home in Lithuania and in international markets.
The Challenge: Taking on Rail Baltica
Tyrens Lietuva experience with project management tools began with the Rail Baltica project – one of the largest and most complex infrastructure initiatives in the Baltic region. The project aims to connect the Baltic region with the European railway network.
From the start, Tyrens Lietuva understood that project management is a key factor in achieving the wanted results. But according to Dainius Gečas, the Head of Project Management Business Unit at Tyrens Lietuva, some challenges like coordinating multiple specialists or managing strict technical standards made the project particularly complex, unpredictable, unmeasured, and risky.
Project management cannot exist without tools that enable measurement and control. Teamhood is one of these tools and it was adopted by Tyrens Lietuva to address several essential challenges.
Dainius Gečas
The project required not only technical competence but also careful coordination and close collaboration across disciplines.
It is important to have clear processes, structured information management, and a partnership-based work culture.
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Dainius Gečas
Head of Project Management Business Unit
Choosing Teamhood
According to D. Gečas, Teamhood proved to be an intuitive and adaptable tool that is suitable for both smaller projects and large-scale initiatives. The company uses Teamhood for project planning, task tracking, and resource management; main features that have stood out for Tyrens Lietuva:
- Gantt charts allow task planning, dependency management, and identification of critical points.
- Clear task responsibility makes ownership visible and helps respond quickly to delays.
- Flexibility allows the tool to be used for different types of projects – from large engineering efforts to administrative coordination.
We spoke with the Teamhood team multiple times about how we could proceed and explore our options, and we received a lot of concrete, direct support. […] Teamhood reflected our way of working and our needs, and it gave us direct access to a support team that listened. That made the difference.
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Dainius Gečas
Head of Project Management Business Unit
Practically, the company saved time and resources. They spent less effort on administrative work, and more on engineering. That meant resources were allocated better, and the risk of delays was reduced.
Implementing Teamhood
Bringing in Teamhood wasn’t just a software update, for Tyrens Lietuva it meant changing habits. At first, the company did a survey to see where the biggest pain points were. Then they started testing with a few pilot templates. Working together with Teamhood’s developers, they adjusted the system until it matched Tyrens Lietuva’s workflows.
Training wasn’t thrown at everyone all at once. Instead, it was done step by step. Teams first got a simple introduction, just enough to get started. Later, the training went deeper into role-specific tasks. And the focus wasn’t only on navigation and features; it was about showing how the way of working could actually change. Ongoing support and consultations kept the rollout steady and gave people the time to adapt.
We knew this would not be easy. For some, it felt natural. For others, it was a big change. But everyone agreed – we needed a tool to help us see, track, and manage projects visually. That clarity was missing, and Teamhood brought it in.
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Dainius Gečas
Head of Project Management Business Unit
Looking Ahead
Today, about 80% of Tyrens Lietuva’s staff are engaged in projects, and Teamhood is becoming central to how those projects are managed. The adoption process is ongoing, but the company is committed to expanding its use further; not only to work more efficiently but also to strengthen its position in international markets with structured, transparent, and reliable project delivery.
For other companies that are considering a similar change, D. Gečas offers simple advice:
The most important thing is not to fear change. Digital project management isn’t just ‘another tool’. It’s a way to rethink processes, give clearer visibility of project progress, responsibilities, and deadlines.
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Dainius Gečas
Head of Project Management Business Unit
Additionally, D. Gečas advises other companies to start with small pilot teams, and only then to gradually involve more people. He also emphasizes that it is important to define goals in advance, because a tool alone won’t solve problems, but when applied correctly, it can be extremely helpful.
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