Services

Advice throughout the entire succession

Not theory and not standard models — but focused sparring based on your situation. From the initial clarification to life after the transaction, where I can remain on the board.

Ways of working together
Advisory + board roles Advice combined with a chair or board position, so the experience remains within the business.
Advisory + interim management Advice combined with a temporary management role when the process requires hands-on execution, not only advice.
Advisory + investments Advice combined with co-ownership when that is the right solution for both parties.

In selected situations, I can participate as a co-investor or help establish the right investor group.

My approach

Succession with practical experience

I help owner-managers complete succession processes and business sales based on more than 30 years of leadership experience, 20+ board positions and personal experience of acquiring, developing and selling businesses.

I do not advise from theory. I advise from the experience of having personally stood on both sides of the table — as founder, managing director, board member, investor, buyer and seller.

No standard model fits your business. I therefore select the necessary team for each business and advise based on the individual situation rather than a ready-made model.

Succession is about far more than price and contracts. It is about people, employees, customers, culture and the future.

Not theory. Practical experience.
FounderBuilt businesses from the ground up
Managing DirectorIn more than 10 businesses
InvestorInvested in and developed businesses
Board memberOn more than 20 boards
BuyerMade both go and no-go acquisition decisions
SellerSold to international buyers
Services

Five ways I can help

01
Before the decision

Succession clarification

Many businesses are not ready for sale. The clarification phase is about understanding what you truly want — before the market, advisers and buyers begin to shape the process.

I advise and assist with:
The owner’s objectives Timeline Family circumstances Management structure Business maturity
02
1–3 years before a sale

Sale preparation

Value is created long before negotiations begin. Sale preparation is the work of making the business less dependent on the owner and more compelling to a buyer.

I advise and assist with:
Professionalisation Management structure KPIs Board ERP systems Reporting EBITDA optimisation
03
Choosing the buyer

Buyer strategy

The buyer determines not only the price, but also what happens to employees, customers and the culture afterwards. Choosing the buyer is therefore a strategic decision — not an auction.

Should the business be sold to:
The family Employees Management Private equity fund Industrial buyer External investors

Each model has implications for price, timeline, financing and your own role after the transfer. We review them before the process begins.

04
Throughout the process

Sparring partner throughout the process

A succession process is full of advisers, each protecting their own area. Rarely is anyone looking after the owner.

Not as a lawyer.
Not as an accountant.
Not as a traditional M&A adviser.
… but as the owner’s confidential sparring partner who has experienced it personally.
05
Before, during and after

Board role before, during and after the transaction

Many buyers want continuity. A familiar board profile makes the transfer more secure for the seller, buyer and organisation.

I therefore offer to act as the seller’s:
Chair of the boardResponsibility for the process and for maintaining direction
Board memberExperience from more than 20 boards
Senior AdviserClose to the owner and management without a formal position

Before, during and after the completed transaction.

The process

How we work together

01 Confidential conversation

We discuss where the business stands and what you want to achieve. Confidential and without obligation.

02 Clarification and plan

Objectives, timeline, family circumstances and maturity are combined into a realistic plan for the change of ownership.

03 Preparation and process

The business is prepared for sale, the right team is assembled and the buyer strategy is defined.

04 After the transaction

Transfer, integration and a possible continued board role, giving the new owners a strong start.

Network

I open doors to the right team

A large part of the value goes beyond the advice itself. No standard model fits your business, so I assemble the necessary team for each individual business — drawing on a network built over 30 years on both sides of the table.

Accountants
Lawyers
Banks
Investors
Board professionals
Potential buyers
Contact

Your business is your life’s work. Let us talk about its future.

Choose one of the few advisers with extensive experience on both sides of the table. The first conversation is confidential and without obligation.

Book a confidential conversation ⟶ When should you contact me?