Background
Marlon Tørmørtel is a leading Danish manufacturer of dry mortar products for the construction industry.
In July 2023, I joined the board and became an active sparring partner for both management and the ownership circle. At that time, the business faced a number of strategic decisions concerning growth, professionalisation and future ownership.
Drawing on personal experience from acquisitions, business sales, succession processes and board work, I provided ongoing sparring to both management and the board throughout the period.
Starting point
Marlon was a well-run and successful business with:
- A strong market position
- A high level of professional expertise
- A strong ownership group
- Attractive growth opportunities
- Interest from major international industry players
At the same time, it was essential to ensure that the business could continue to develop and realise its full potential.
The process
As a board member, I contributed strategic sparring throughout the period on areas including:
- Organisational development
- Management priorities
- Growth initiatives
- Professionalisation of the business
- Preparation for future ownership-strategy opportunities
- Dialogue regarding potential industrial partners and buyers
My contribution was not as a transaction adviser, but as an experienced business leader and board member with practical experience from comparable processes.
The result
In October 2025, Marlon Tørmørtel was acquired by the Swiss industrial group Sika AG, one of the world’s leading manufacturers of building materials.
The acquisition gave Marlon access to international resources, markets and development opportunities, while preserving the business’s strong position in the Danish market.
My role
- Board member
- Strategic sparring partner for owners and management
- Contributor to the business’s development and professionalisation
- Experienced adviser through ownership-strategy considerations and the sale process
What does the case demonstrate?
The Marlon case illustrates the role I often fulfil for owner-managers and boards: