Business Succession

Simplified depiction of two forward-pointing arrows

The most far-reaching decision in an entrepreneur’s life

Every year, many companies face the same question: who takes on 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 develop it further at the same time?

Where no suitable successor is available internally, we support the discreet identification, approach and recruitment of external successors. Structured, confidential and with a clear eye for role, culture, shareholder logic and the next phase of development.

Succession is frequently underestimated in terms of the time it takes. We therefore help to develop a clear target picture early on and to examine external options professionally. Our focus is on finding people who do not merely take over, but carry entrepreneurial responsibility and shape the future.

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

Our approach:
We find people who do not simply run the company but understand it as an entrepreneurial responsibility – with respect for what exists and the will to develop it 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 profiles that combine professional strength, entrepreneurial thinking and a strong ability to connect. What matters is that they build trust with the workforce, clients and partners, take on responsibility step by step and actively support the handover with respect for what exists.

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 management profiles capable of leading effectively within PE structures. What counts are people who act entrepreneurially, create transparency and do not merely plan value creation but deliver it operationally.

Succession is a decision with lasting consequences.

Norbert Meyer-Oltmanns has been supporting entrepreneurs and shareholders in the search for and selection of suitable successors for 14 years – personally, discreetly and with a clear eye for responsibility, culture and future viability.

 

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