Business Succession

Simplified depiction of two forward-pointing arrows

One of the most far-reaching decisions in an entrepreneur’s life

Every year, many companies face the same question: who will take responsibility? From within the family or from outside? Immediately or step by step? And above all: which person understands the business, respects what has been built and can lead it into the future?

Where no suitable successor is available internally, we support the discreet identification, approach and recruitment of external successors. Structured, confidential and with a clear understanding of the role, the culture, the shareholder logic and the company’s next stage of development.

Succession is often underestimated in terms of timing. We therefore help develop a clear picture of what is needed early on and assess external options professionally. Our focus is on finding people who do not merely take over, but carry entrepreneurial responsibility and actively shape the future.

Starting point:
An owner-managed company is looking for an external entrepreneurial leader to take over management of the business.

Our approach:
We find people who do not simply run the company, but understand the role as entrepreneurial responsibility — with respect for what has been built and the ambition to develop the business further.

Starting point:
A long-standing owner wishes to hand over responsibility gradually. The search is for a leader who grows into the role over 12 to 36 months and helps shape an orderly transition.

Our approach:
We identify people who combine professional depth, entrepreneurial thinking and strong relationship skills. What matters is that they build trust with employees, clients and partners, take on responsibility step by step and actively support the handover with respect for what has been built.

Starting point:
Following an acquisition, a private equity firm needs an operational leader to shape the next stage of development — for instance in integration, transformation, growth or operational performance.

Our approach:
We find leaders who can be effective in private equity structures. What counts are people who act entrepreneurially, create transparency and do not merely plan value creation, but turn it into operational results.

Succession is a decision with lasting consequences.

Norbert Meyer-Oltmanns has supported entrepreneurs and shareholders in finding suitable successors for more than 14 years — personally, discreetly and with sound judgement on responsibility, culture and future viability.

 

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