Company Sale: Successfully Handing Over Lifetime Achievements

You plan to sell your company in the long term – the successful handover of your life's work – because there is no suitable successor available in your own family. Or for strategic or economic reasons, the corporate values need to be unleashed. We take care of the successful sale of your business – from the preparation of the process to the handover to the buyer. Only the best solution will do; whether with a strategic investor, a financial backer, or internal or external managers. In doing so, we offer our services to companies in almost all sectors generating a minimum yearly turnover of € 2 million.

The most important prerequisites for a successful company sale are the personal handover willingness and a realistic idea about the selling price. Especially if this is still too low, it is in a preparatory phase important to make the company "fit for sale". This includes simplifying structures, expanding revenue-generating potential and eliminating unprofitable areas.

Based on the experience gained from more than 100 successful mid-market corporate sales, Walther Management has achieved a completion rate exceeding 80%, despite a market in which, on average, half of the company's sales are not successfully completed. We are happy to help you significantly increase the likelihood of a sale, so don’t hesitate to contact us!

Your contact:

Mark Walther, Managing Partner

Phone: +49 89 2302141 11




The managing director and sole shareholder of a precision medical equipment manufacturing company wanted to sell his life's work to take care of other priorities in a new stage of life.

For him, it was crucial that the buyer be a strategic and not a financial investor unfamiliar with the medical technology industry. In addition, the company needed to be continued, the location maintained and the employees kept on the job. In an intensive sales process lasting over 15 months, the project team succeeded in finding a suitable transferee, who continues to expand and develop the company at the existing location. The former managing director is pleased about having much more personal freedom, but still makes some time available to serve the company in an advisory role.

The involvement of a well-known private equity investor develops, builds and operates facilities and structures primarily for the US Armed Forces as an engineering and service company. After the connection of a very successfully implemented carve-out from a large construction firm and the subsequent sole positioning of the company, the sale to a strategic investor was the next logical step. Walther Management exclusively advised the private equity investor, spoke to over 100 international investors, and found the right buyer for the participation in a bidding process. Since a CFO was absent, Walther Management also hired an interim CFO for five months, who then appointed his successor.

All parties were satisfied: The new shareholder is now successfully developing the company and establishing a new business area, while the private equity investor was able to achieve a significant boost in value via the sale.

An internationally active paper manufacturer came under considerable pressure from rising raw material costs and falling sales prices. Multiple measures – such as strengthening high-price products, intensive price negotiations, outsourcing of the service area, introduction of factoring and intensive monitoring of stocks – did not lead to any lasting improvement in the situation.

The project team also balanced the diverse interests of a total of eight financing partners, the company, the family shareholders and advisory board. After the worldwide process, an English, an Irish and a Malaysian bidder were left. Finally, the Irish bidder took over the company, providing a secure future to more than 500 employees.

A regionally active wholesaler with two business units couldn‘t maintain its old market dominance due to the incurable illness of the managing partner. The boss had to be replaced on short notice by an interim manager chosen by the project team, who stabilized the company. Since no successor from the family was available, the sales process was initiated. After nine months, this led to two successful deals with two strategic buyers, each including a long-term lease, and with it the continuation of a life's work.

In spite of all external changes, a medium-sized manufacturer of building materials in its 125th year almost always achieved positive numbers. But then a way-too-big, partly unprofitable investment coupled with pronounced demand weakness dragged the manufacturer into losses.

The project team and the interim manager took comprehensive sales, pricing and cost reduction measures. The company was consistently back-in-the-black. But it became clear that the cutthroat competition against international companies was hardly winnable in the long run when you‘re ranked 11 out of 18 market participants. The return calculations for the next investment needed to maintain long-term competitiveness were all negative. After intensive discussions with all partners, the sale of the company was mutually agreed.

Discussions were held with selected strategists, and after nine months a proactive approach at the right time provided a favorable solution for the shareholders. Afterwards, there were many other transactions in the same market segment, and today only eight market participants remain. Today, the company successfully continues to exist at the same original location under its old, established name.

A traditional mechanical engineering company with three disjointed businesses had been in family hands for many years. The global economic crisis caused sales declines, the technological gap with large competitors too wide, the internal structure too complex.

After an 11-week bidding contest, the main business was sold to a Dutch financial investor, who put the company on a long-term footing with an interim manager appointed by the project team. A second area was completely taken over by a strategic investor. The third business area was no longer savable at its location and thus closed. Almost all laid-off workers found other jobs in the short term.

The main business continues under its old brand name and is developing profitably.