This project involved replacing two wind turbine installation cranes on Cadeler’s vessels as part of a broader engineering and construction programme with GustoMSC -NOV. The work covered global logistics, removal of the old cranes, installation of the new ones, and final commissioning, all delivered on time despite significant technical and operational challenges.

Project description

The project formed a distinct sub-project within Cadeler’s order for two new wind turbine installation cranes from GustoMSC. I was responsible for managing the entire replacement operation onboard both vessels.

The scope included transporting the crane components from the manufacturing facility in Korea to Mammoet’s heavy lift terminal in Schiedam, the Netherlands. At the terminal, storage, pre-assembly, and pre-commissioning activities were performed. Onsite, the work involved removing the existing cranes, installing the new high-capacity cranes, carrying out commissioning and load testing, and handing over the vessels back to the client.

A key feature was the use of one of the world’s largest mobile cranes, the Mammoet PTC, to perform the critical lifts. With the vessels jacked up and the PTC towering above Schiedam, the project created one of the tallest temporary structures in the Rotterdam region. This visibility attracted public and media attention, with coverage across LinkedIn, industry publications, and local television.

Project management excellence

As Director Construction, I managed a team of between 5 and 50 people depending on the phase, and coordinated closely with multiple external partners. The project carried high commercial and reputational risk, as the vessels had to return to service within strict contractual timeframes.

The environment was highly dynamic, with frequent changes caused by weather, operational factors, and parallel activities led by other parties. To manage this, I introduced a register of unresolved changes and disputes. This structured list became the basis for weekly discussions with the client, helping to document issues, agree on variations, and avoid delays.

Stakeholder management required constant alignment between engineering, operations, and the client. The approach focused on transparent communication, systematic handling of changes, and clear prioritisation of schedule-critical activities.

Project outcomes and impact

Both vessels returned to operation on time, meeting the contractual delivery dates. The project was executed safely and efficiently, despite the technical complexity and visibility of the work.

Managing this initiative strengthened my expertise in delivering high-risk, large-scale offshore projects under tight schedules. It also reinforced the value of structured change management and close client alignment in ensuring successful outcomes.

More information about the project can be found via this link