Business succession in the mid-market
Succession is the most important entrepreneurial decision in an owner's life. We structure it: discreetly, in an orderly way and with the successor who fits the company, from Cologne for North Rhine-Westphalia and across Germany.
Arrange it in time, rather than being forced to
Whether within the family, to the management or through a sale to an external owner: good succession needs lead time. Those who start early can choose between several paths and negotiate from a position of strength while the business is performing.
The path usually begins with two questions: What is my company worth? And: who should carry it on? If there is no successor in the family, selling to the right new owner is the most common and often the best solution, for instance when retiring.
Clarity on value & options
Where does the company stand, what is it worth, which succession paths are realistic, within the family, to the management or a sale? Often the path begins with a company valuation at a fixed price.
The fitting successor
From our network and database, 3,500 financial investors and family offices, more than 800,000 companies, we identify owners with a continuation concept and approach them anonymously first.
An orderly handover
Purchase agreement, warranties, transition period: we structure the entire process, and you decide how long you stay on board.
KÖNIG + CO. → HBH Holdings, Inc.
A nearly 100-year-old family business from Netphen in North Rhine-Westphalia, a globally renowned manufacturer of vessel heads, cones and special pressed parts. When no continuation emerged within the family, we advised the shareholders on the succession solution through a sale to US-based HBH Holdings of Cincinnati.
Read the full announcement →Questions about business succession
When should I start planning my succession?
The earlier, the more room to manoeuvre: ideally three to five years before the intended handover. Arranging succession from a position of strength, while the business is performing, keeps several paths open and strengthens your negotiating position.
What happens to my employees after the handover?
That depends on the buyer, and therefore on the buyer selection. We specifically look for owners with a continuation concept. In the sale of KÖNIG + CO., both locations and all jobs were secured.
Do I have to leave immediately after the sale?
No. Transition periods are common and negotiable, from a few months to several years. At DuoTherm, the founder stayed on board as managing partner after the majority sale.
Would you like to arrange your succession?
The earlier we talk, the more paths remain open. Non-binding and confidential.