Changing customer requirements raised the bar for companies in terms of fulfilling individual demands and ensuring internal efficiency. This can be seen in a variety of business contexts such as Engineer-To-Order (ETO), characterized with high interaction with the customer and uniqueness of the products. The current paper suggests the use of agile project management to support customer-centric processes in ETO environments by addressing a case study involving a refurbishment project. The paper reports on how the project was planned, executed and closed, highlighting ETO processes intricacies and discussing how they are addressed. The case study brings empirical evidence of pursuing agile in managing ETO processes and uncovers some of the issues that ETO project stakeholders need to deal with. These issues include uncertainty and pricing, managing teams in complex environments, and dealing with cross-disciplinary projects. Ultimately, these findings will help decision-makers manage ETO processes more efficiently and continuously learn from ETO projects.