Transaction advisory and M&A process support

M&A Transactions represent a critical lever and value driver in transformations. They can be a key component of restructuring, for example, to generate liquidity through (partial) sales of shares, assets, or business units. At the same time, acquisitions can also be a suitable tool for implementing growth plans, such as entering new markets. Often, the necessary experience with M&A transactions is lacking internally, or the required resources are not available in addition to daily operations. We can support you as advisor or as “Interim M&A Manager.”

On the sell-side, we can assist you with:

  • Analysis of potential sale objects
  • Exit readiness preparation
  • Carve-out preparations
  • Coordination of all advisors (legal, tax, commercial, etc.)
  • Business planning
  • Financial analysis
  • Identification of critical due diligence areas

We also offer extensive support for acquisitions (buy-side):

  • Coordination of all advisors
  • Due diligence
  • Business planning
  • Scenario analysis of acquisition opportunities (solvent, insolvent, etc.)
  • Financial analysis

Analyse the status quo; honestly, self-critically and without bias.

Transactions in a restructuring context

In restructuring situations, asset sales often play a central role. In the short term, selling non-essential assets (e.g., real estate and land) can improve liquidity. In the long term, sales of business units can help refocus and realign the business model. The funds generated from these sales can be used to reduce debt, strengthen the existing business, and invest in future-oriented areas.

It can also make sense to divest loss-making business units or individual locations—even if no positive purchase price is expected and financial resources need to be provided to the future owner. This can be advantageous when the one-time cost of divesting the business unit is lower than the expected future losses. This approach is generally promising when the buyer can operate the business unit more efficiently by integrating it into their existing operations.

In some cases, the best solution in a restructuring scenario may be the complete sale of the company. Sometimes, under pressure from creditors, a contribution from the existing owners is necessary. However, if the current owners are unable or unwilling to contribute, a viable solution may be to initiate a sale process for the entire company combined with a capital increase.

We cannot change the wind, but we can set the sails differently.