You need transparency about where there is market potential, where your company is making or losing money, how to adjust your product portfolio and resources. Often, companies and their financiers need an integrated corporate planning based on audited accounting figures and plausible assumptions.
We create transparency for you - contact us!
This is what customers say about our work:
Mark Walther and Mr. Schmidt made a significant contribution to our succession solution. Thanks to their support, we were able to generate realistic succession options and weigh up their advantages and disadvantages intensively in each case. Walther Management prepared an integrated financial plan to ensure their financial security. We would like to thank Walther Management for their very good and professional cooperation.
(Kay Eckert, Managing Director, Hotel Central GmbH)
Mr. Walther and Mr. Schmidt managed to shed light on the situation through their clear understanding of the initial situation, the very target-oriented discussion of the measures and the transparent integrated financial planning. Furthermore, they conducted coordination rounds with all parties involved (three banks, two shareholders, three managing directors) and ensured an effective reconciliation of the conflicting interests.
(Johann Lehner, Lehner Beteiligungs GmbH)
Mr. Walther embodies the medium-sized entrepreneur and management consultant in the best sense of clear priority setting, sense of responsibility and very high commitment. We would like to thank him extraordinarily for his performance, which was a major contribution to the achievement of our corporate goals.
(Dr. Anreas Lacher, Managing Director VSA GmbH / VSA Unternehmensgruppe)
Our case studies in the area of transparency:
To increase the value of a branded manufacturer of cosmetic products, the added value was to be concentrated on the areas of brand management, product development and sales.
After detailing the options, including extensive calculations of the respective value added, several prospective buyers were approached in an international process and negotiations were conducted with them.
One year after the start of the project, the sale of the production and the conclusion of a favourable 5-year supply contract was perfect. The company was later sold by the shareholder at a high profit to an international strategic buyer.
A traditional mechanical engineering company had declining sales, the technological lead over large competitors was insufficient, the internal structure too complex. Analyses to create transparency revealed that two out of three divisions were continueable. The turnaround with a change of management was ensured by two transaction processes to two buyers.
An interim manager provided by the project team for 8 months created transparency in the figures. He also supported many steps towards business development in order to put the divisions on a sustainable foundation.
Both divisions continue to exist under their old brand names and are developing profitably.
A paper manufacturer for high-gloss products came under significant pressure due to rising raw material costs and falling sales prices. The project team made the result of the many measures transparent: strengthening of high-price products, intensive price negotiations, outsourcing of the service area, introduction of factoring and intensive monitoring of inventories.
The turnaround could only be achieved through one transaction. The project team balanced the different interests of a total of eight financing partners, the company, the family shareholders and the advisory board. The global approach process led to a transaction by a listed Irish company. The future solution for more than 500 employees was found.