How I Put It Into Practice
No distance from responsibility. No separation between the deal and its execution.
My experience as an entrepreneur, in leadership roles at international corporations, and in the private equity sector enables me to bridge the gap between operational reality and the investor’s perspective.
I don’t work as an external observer; instead, I take responsibility for decisions and their execution—at CEO or CFO level.
Taking Responsibility
No recommendations without follow-through, no gap between planning and implementation. Anyone who brings me on board gets someone who gets involved, makes decisions, and takes ownership—not someone who just observes.
What I’ve learned:
Working hands-on on-site, truly understanding processes, and talking with the teams lays the foundation for sound decisions and tangible added value.
Bringing Clarity
I make reality visible early on—even when it’s uncomfortable. Especially in time-sensitive situations, there’s a strong temptation to downplay problems. That ends up costing more in the long run than it saves.
What I’ve learned:
Standardized processes, clear KPIs, regular business reviews, and scalable structures aren’t ends in themselves, but rather prerequisites for manageability and trust.
Working with a hands-on approach
You don’t get the critical information in the boardroom. I work closely with processes, the organization, and the people who are driving change.
What I’ve learned:
Trust is built on the ground - not from a distance.
Building Systems
A playbook that worked once will also work for the second and third acquisitions - but only if it is consistently applied and refined. I develop governance frameworks, KPIs, and structures that scale: across management, shared services, IT, and operational processes.
What I’ve learned:
Scalability doesn’t come from growth alone, but from structure.
Thinking in Terms of the Exit
From the very beginning, I work from an investor’s perspective. What does an external buyer need to trust a company? Clear processes, reliable numbers, and a management structure that functions independently of the founders.
What I’ve learned:
If you wait until just before the exit to build up your ability to sell, you’ve waited too long.
Combining Transformation and Transaction
In turnaround and transformation situations, operational stabilization and strategic realignment often run parallel. I develop the implementation plan and marketability simultaneously—while keeping in mind that, ultimately, a buyer must be convinced.
What I’ve learned:
Not every cheap deal is a good deal. A clear M&A strategy aligned with defined business units is crucial for sustainable value creation.