Focus

Consulting & Advisory for Family Businesses and shareholder

As sparring partner, consultant and coach I support entrepreneurs who are looking for a dialogue partner at eye level, with whom they can discuss professional and personal issues, e.g.

  • Strategic corporate management and development
  • Hedging of business decisions
  • Review of management and organization
  • My leadership behavior incl. delegation of responsibility
  • Should I sell my company?
  • My role as a partner, father or mother
  • My children as possible successors
  • My role as a successor
  • Work-life balance
  • etc.

With my experience and business knowledge I coach and support shareholder and heirs who are looking for an independent expertise and opinion to assess current and future business challenges. This usually involves strengthening the shareholders in terms of content and decision making especially in the shareholder’s meeting.

In addition, I act on demand as mediator if the shareholders cannot reach an agreement on essential questions of corporate development, e.g.

  • How high should the reinvestment and the payout ratio be?
  • Should shareholders simultaneously take over management positions in the company and if so, according to which criteria?
  • Should we take over competitor XY and thereby put the company into debt (possibly incl. private liability)?
  • Does the company have sufficient potential for the future or is the timely sale of the company possibly the best business decision?
  • etc.

Here I support as consultant and coach entrepreneurs and family businesses in the following core issues:

a) Long-term succession planning
b) Monitoring the transition from predecessor to successor
c) Support for successors

If there is no suitable or available successor from within the family, the insertion of the company into a foundation can be a wise option. Here, however it must be ensured that the entrepreneurial role continues to be fulfilled- a very demanding task.

Otherwise, a partial or complete sale of the company may be the right step. In that case I support family businesses in the following topics:

  • Formation of a uniform opinion within the group of shareholders
  • Preparation for the sale of the company to increase the value of the company
  • Selection of investors according to criteria to be defined
  • Optional: Approaching investors as well as supporting negotiations, signing and closing

1. Coaching of entrepreneurs

As sparring partner, consultant and coach I support entrepreneurs who are looking for a dialogue partner at eye level, with whom they can discuss professional and personal issues, e.g.

  • Strategic corporate management and development
  • Hedging of business decisions
  • Review of management and organization
  • My leadership behavior incl. delegation of responsibility
  • Should I sell my company?
  • My role as a partner, father or mother
  • My children as possible successors
  • My role as a successor
  • Work-life balance
  • etc.

2. Shareholder coaching and mediation

With my experience and business knowledge I coach and support shareholder and heirs who are looking for an independent expertise and opinion to assess current and future business challenges. This usually involves strengthening the shareholders in terms of content and decision making especially in the shareholder’s meeting.

In addition, I act on demand as mediator if the shareholders cannot reach an agreement on essential questions of corporate development, e.g.

  • How high should the reinvestment and the payout ratio be?
  • Should shareholders simultaneously take over management positions in the company and if so, according to which criteria?
  • Should we take over competitor XY and thereby put the company into debt (possibly incl. private liability)?
  • Does the company have sufficient potential for the future or is the timely sale of the company possibly the best business decision?
  • etc.

3. Business succession and handover

Here I support as consultant and coach entrepreneurs and family businesses in the following core issues:

a) Long-term succession planning
b) Monitoring the transition from predecessor to successor
c) Support for successors

If there is no suitable or available successor from within the family, the insertion of the company into a foundation can be a wise option. Here, however it must be ensured that the entrepreneurial role continues to be fulfilled- a very demanding task.

Otherwise, a partial or complete sale of the company may be the right step. In that case I support family businesses in the following topics:

  • Formation of a uniform opinion within the group of shareholders
  • Preparation for the sale of the company to increase the value of the company
  • Selection of investors according to criteria to be defined
  • Optional: Approaching investors as well as supporting negotiations, signing and closing