Extensive experiences.
We support you.



We have extensive experience in corporate advisory and corporate governance. In corporate management, we provide support on issues of strategy, management, organisation and human resources.

We have especial competence in the successful implementation of transformations.

  1. Corporate Advisory – Negotiations and transactions. Implementation. Responsibility.

    We are partners with various companies. Based on our experience as entrepreneurs, managers and consultants, on our career paths and our networks, we take on transaction-oriented mandates.

    This spans the entire value chain of a transaction, from strategic due diligence, via the design of development strategies to the implementation of transactions and subsequent measures.

    We provide support with the acquisition and divestment of companies, business units and portfolios with the aim of either expanding a company or winding it down.

    The development and carrying through of value creating negotiating positions based on targeted “win-win” solutions has proven especially valuable.

    Here, we can also coordinate the necessary processes for our clients externally and internally, can lead negotiations and conclude them in the interest of our clients.

    Our service includes, where necessary, the provision of time-circumscribed internal roles (supervisory board, management) in the context of a transaction in order to drive forward the implementation of resolved plans while the new management team is established and inaugurated. 

  2. Corporate Governance – Functional. Value increasing. Customised.

    Functional and ethically-motivated corporate governance as de jure and de facto framework for the management and supervision of a company is crucial for long-term success in the implementation of business models.

    Here, the corporate governance of a company is to be targeted to the specific requirements of the respective environment, of acting persons and their interaction. The targeted interaction and professionalism of owners, supervisory board members and executive board members determines success. Here, attention is to be paid to ensuring a company-specific balance between necessary control and appropriate further development. The core aim is long-term security and sustainable value creation for the company.

    The role and ability of supervisory boards both to accompany the strategy, the organisation and management of human capital as well as to evaluate and incentivise the performance of senior management is becoming increasingly important.

    For this reason, owners and stakeholders need professional and qualified supervisory boards and top managers in order to represent their interests and properly support the evolution of the company.

    We support our clients in the design and implementation of a system of corporate governance which is both specific to the client’s needs and focused on sustainable value creation.

    For owners, supervisory boards and management – as those participating and affected by corporate governance – we also offer consulting, sparring, coaching and development measures of the highest quality.

    We were and are active within specific corporate governance systems as owners, supervisory board members and managers with various companies.

  3. Corporate Management – Strategy, Organisation, Management. Efficient use of resources.

    Senior management is responsible for active leadership and management of a company. In times of constant change, both of the environment and of values and behaviour, this can only succeed if key issues are professionally addressed and regularly questioned.

    In particular, this affects corporate strategy which in the tension field between opportunities and risks is to be set within the framework of relevant markets and products so that value creation potential is approached in an ambitious and yet feasible way. The organisational structure must be fixed in line with the respective strategy with consistent management and information systems. A target agreement and incentive system geared towards the respective strategic levers is then to be fit smoothly into the above. In order that the strategy can be successfully implemented, a strong management team is required as well as the sustainable development of individual and organisational potential.

    In addition, target group specific stakeholder management is also necessary. This affects the interplay with owners and supervisory board as well as with capital markets. Just as important is the activation of full employee potential.

    The resulting complexity must be mastered with companies’ limited resources and their senior management. We support senior management with consultancy services, sparring, coaching and development measures in doing justice to the portfolio of challenges – above all in times of considerable change – and help to avoid “organisational tunnel vision”. Where required, we also help to manage the company’s consultancy budget efficiently and with a clear target.

    Since change processes have highs and lows and regular changes occur in the environment, acting persons and their interactions, we also offer periodic reviews alongside project-based services as focused intervention on behalf of your organisation.

  4. Transformation – Bringing the organisation "into the lead". Risk reduction. Successful implementation.

    Successful transformations require top managers able to deal with a high level of uncertainty and regular setbacks, who aren’t afraid of making mistakes, who allow their staff “into the lead” and to take full responsibility, seeing themselves more as forerunners; managers who are not afraid of taking well-considered but clear, also tough decisions.

    Based on the decision for the right strategy, a strong implementation team is required, a common target as well as systematic incorporation and involvement of the entire organisation. This is accompanied by the change in culture as well as constant intensive communication.

    In the integrated combination of practical experience and our strategic-organisational as well as psychoanalytical and systemic qualifications, we can – for instance in the case of changes in ownership structure or business model or, in particular, in the case of management changes – considerably reduce the risk of failure in transformation processes, relieve the burden on management in these critical phases and, based on our comprehensive experience with transformations, considerably increase the chances of success. This forms a significant part of successful implementation.