Image placeholder · Transformation
Phase 01
Transformation
Strategic realignment, performance improvement and finance transformation. We take responsibility on the front line.
Typical assignments
- Margins stagnate despite revenue growth
- Product and variant proliferation out of hand
- The strategy is new, the organisation is still the old one
- Growth is lagging behind the market
- Plants below potential: low equipment effectiveness, fluctuating quality
- Too much capital tied up in inventory, liquidity tight
- Finance as the bottleneck: slow closings, unreliable forecasts
To Transformation ↗
Image placeholder · Restructuring
Phase 02
Restructuring
Turnaround, self-administration and interim management, for companies, investors and insolvency administrators.
Typical assignments
- The bank is demanding an independent business review or a restructuring concept
- A covenant breach or liquidity squeeze is looming
- The business model works, but the capital structure is over-indebted
- Acute crisis with a leadership vacuum (interim CEO, CFO or CRO)
- A shareholder conflict blocks decisions at the top
- Self-administration or StaRUG / ReOrg as the way out of the crisis
- Investors need neutrality: the holding is falling short of the business case
To Restructuring ↗
Image placeholder · Transaction
Phase 03
Transaction
Due diligence, sell-side M&A and special situations. Well-founded, robust, with a firm hand on the process.
Typical assignments
- An acquisition is coming up: examine the substance behind the sales figures
- Prepare the sale without price reductions (vendor due diligence)
- Selling a life's work for the first time, meeting the other side as an equal
- Selling a group division, making the carve-out stand-alone capable
- Den Unternehmenswert objektiv bestimmen — vor Verkauf oder Nachfolge
- Owner exit without succession, a transitional solution is needed
- Restructuring trust as security for investors and lenders
To Transaction ↗
