Christian M. Schmahl

🚀#OMR highlights the push for #Transparency in #PrivateEquity    The OMR Conference features a panel discussing the increasing efforts to make the private equity sector more transparent and accessible. Panelists including Laura Schroeder Schröder from KKR, Lorenz Jüngling from Moonfare, and Georgia Hädicke explored themes covered in the session titled "Private Equity for the Masses – A Closed Industry Opens Up."    The focus on enhancing the visibility and accessibility of private equity, supported by both industry leaders and media, reflects a significant shift towards greater openness in the sector. This commitment is echoed by recent initiatives like our #PECConference, which also emphasized transparency in private equity. Laura Schröder's participation at both events highlights her prominent role in advocating for these changes.    Let's continue to make private equity more approachable and transparent! This is an exciting time to push the boundaries and set new standards!    #OMRConference #PrivateEquity #IndustryInnovation #Transparency

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🎉 Congratulations to my friend and thought leader, Peter Wollmann (together with Lukas Stricker & Doris Pemler) , on the release of his book, Reading an Unknown Organization 📚! This book is a must-read for CEOs, leaders, and consultants who navigate organizations through today’s volatile, uncertain, complex, and ambiguous (VUCA) world. I had the honor of being one of the interviewees, sharing insights I developed while preparing for my presidency at NuFund Venture Group in 2023, as well as my approach to "reading" early-stage companies for investment decisions. The discussions and frameworks in this book, especially the Three Pillar Model—Sustainable Purpose, Travelling Organization, and Connectivity—are invaluable for any leader seeking actionable guidance to succeed in challenging environments. Why This Book is Important 📖: 1️⃣ Sustainable Purpose 🌱: A clear purpose anchors an organization, especially during transformation. 2️⃣ Travelling Organization 🧭: Embracing change and constant learning prepares teams to thrive amidst uncertainty. 3️⃣ Connectivity 🔗: Creating deep connections within and beyond the organization ensures adaptability and resilience. One of my favorite insights from the book (and just read for a few minutes): “Navigating an unknown organization requires more than the application of familiar methods. It’s a process of building a deep connection with the organization’s unique identity—balancing curiosity with respect for its existing rhythms, and intuition with data-driven insights. Real transformation begins with this dual commitment: to learn from the organization as it is, and to guide it toward what it can become.” Peter’s approach goes beyond theory, emphasizing Organizational Intelligence to help leaders read and adapt to “Unknown Organizations” with agility and insight. It’s a framework for those tasked with making impactful decisions in complex environments. I’ve seen firsthand how these insights drive positive change—thank you, Peter, for including me in this journey! And a special thanks to our mutual friend Alberto Casagrande for making the introduction. 🕰️ As Charlie "Tremendous" Jones once (almost) said, “In 10 years, we are the same person except for the places we go, the people we meet, and the books we read.” I added the part about places because, as an immigrant, I know firsthand how the places we live and journey through shape us just as profoundly as books and people. Take a step today—discover what Peter’s latest work can bring to your leadership journey. 📖 Check out the book below:  https://lnkd.in/gm_xafCi

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How to measure success in restructuring key business units, functions or transformations? By Thomas Kessler Managing Partner at Integration Success GmbH and Atlantic M&A Partners | Pioneer in AI and M&A Integrations | I was recently pinged by Sofoklis Yiannacou, FCCA with a very interesting question following one of my posts: "How do you measure restructuring of key business units or functions or transformation?" My answer: Measuring the restructuring or transformation of key business units or functions requires a comprehensive approach that combines quantitative and qualitative metrics. Key performance indicators (KPIs) such as: + Financial metrics (e.g., revenue growth, cost positions), + Operational efficiency measures (e.g., productivity rates, process efficiency and technological, service, and product differentiators), + Customer-related metrics (e.g., satisfaction scores, retention rates) provide a quantitative foundation. These are complemented by project-specific KPIs that track milestones, budget adherence, and timeline compliance. A perfect tool to drive performance in transformation is the GE 9Box Matrix. Maybe long forgotten and yet still tremendously powerful to drive success in transformations. My answer also has to highlight - the importance of the human-centric aspects - of restructuring! This involves explaining the changed purpose and ensuring people buy-in to the picture painted for the joint future. The success of your new strategic direction can be measured by tracking employee metrics like engagement scores, turnover rates, and time-to-hire for new positions. Additionally, qualitative assessments through surveys and interviews can gauge employee sentiment, cultural alignment, and adoption of new processes or technologies. Leadership effectiveness in guiding the transformation, fostering open communication, and addressing employee concerns is another vital human-centric factor to evaluate. Leadership effectiveness is also achieved if the leadership team is fully aware of its strengths, motives and desires. The use of psychometric tools like motivationfinder.com, and https://lnkd.in/giRU__bs have been tremendously helpful for my clients when used in transformation projects. By balancing hard metrics with these human-centric approaches, measuring the success of organizations is one approach that has proven to be massively helpful in the restructuring or transformation process. They help to measure, progress and adjust the course taken all while making informed decisions and adjustments to ensure success. What is your point of view on measuring success in restructuring key business units, functions or transformations?

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When it comes to bookkeeping in startups, scaleups and SMEs, there is no way around DATEV eG 📚 But how should reports such as SuSa, BWA and "Chefübersicht" be analyzed? Our Finance experts have created a detailed checklist to give you a better overview of your DATEV documents 💡 You can download it for free at the following link: https://lnkd.in/e25uwFB6 With the checklist, you will learn how to interpret reports correctly and create the basis for reliable accounting and controlling ✅ #datev #checklist #freedownload #accounting #controlling

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🎙️ Listen in! Our Co-Founder Nico joins the Startup Insider Podcast to discuss: - The challenges PropTechs face in convincing the real estate sector to adopt SaaS solutions - The massive market opportunity in decarbonizing buildings - The technological hurdles in real estate and why AI is essential to overcoming them 🎧 Tune in to catch all the insights! 👀 #NetZero #RealEstate

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The Importance of a Week One Event in M&A Transactions: Driving Engagement and Integration Success By Thomas Kessler   Managing Partner at Integration Success GmbH and Atlantic M&A Partners | Pioneer in AI and M&A Integrations | #MergersAndAcquisitions #StrategicAlignment #ExecutiveEngagement In the dynamic world of mergers and acquisitions, the initial phase post-acquisition is crucial. A well-structured Week One event can be a game-changer, fostering engagement and ensuring a seamless integration plan. The Week One event provides a platform for both the acquirer's and the target's management teams to refine, optimize, and align their integration strategies. This collaborative approach not only identifies potential improvements but also ensures that all stakeholders are on the same page, thereby minimizing future disruptions. Moreover, such an event is instrumental in creating buy-in from all participants. When team members are actively involved in shaping the integration plan, their commitment to the plan's success increases. This engagement is vital for overcoming the inevitable challenges that arise during integration. Finally, the Week One event sets a positive tone for the integration process. By prioritizing clear communication and collective problem-solving from the outset, companies can build a strong foundation for long-term success. How do you ensure effective engagement in your M&A integration plans? Share your thoughts and experiences in the comments! 🤝💡🤔 #IntegrationPlanning #PostMergerIntegration #MandAInsights #IntegrationSuccess #MandAStrategy #LeadershipInMandA

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🦄🦄  In-house leaders who directly manage finance and tax teams and deeply understand both domains are like unicorns. One would think they don’t exist. But Katharina Herzog is one of them and she's coming on our podcast next Monday. I have been waiting for a long time to have this episode with Katharina, who's currently the Senior VP Group Finance & Tax at HUGO BOSS. You will have seen my previous posts regarding the “complicated” relationship between finance and tax. We both need each other very much, but at the same time, we have very different priorities, resources and often even skill sets. Sometimes the relationship tends to be strained. Sure, we are both part of the CFO office, but we get treated very differently. Now is the time to sort out some of the most pressing questions you may have. Join me during the livestream of the podcast. Here are some of the talking points: – Evolving from a finance into a combined finance and tax career – Is tax really finance’s little sister and why? – Wearing a finance and tax hat and how this brings you closer to the CFO – Convincing your CFO on the back of a solid business case Feel free to share upfront any questions or raise them live. Register your spot here  👉 https://lu.ma/3sdyn1fp

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The Importance of a Strategic Approach to M&A Target Selection: Ensuring Long-Term Success   By Thomas Kessler  Managing Partner at Integration Success GmbH and Atlantic M&A Partners | Pioneer in AI and M&A Integrations | #MergersAndAcquisitions #StrategicAlignment #ExecutiveEngagement 💡🤝   The target selection process in mergers and acquisitions (M&A) is critical to the success of any transaction. Here are the six core steps to ensure your company finds the right partner and generates sustainable value:   First, identify the strategic needs of your company. A thorough strategic analysis reveals where your company stands and what capabilities or resources may augment your positioning to achieve your long-term goals. This analysis forms the foundation for finding the right acquisition target.   Second, define a precise profile for the potential acquisition target. Ensure the candidate is not only financially attractive but also a good cultural and operational fit for your company. Clear criteria help to select the best options and streamline the selection process.   Third, identify a competent deal team. The skills and experience of your team are crucial to the success of the transaction. From due diligence to integration, you need experts in finance, law, tax, HR, technology, operations and change management.   Fourth, evaluate the post-acquisition value. Identify value drivers and associated synergies and strategize how you may realize them. This includes optimizing processes, accessing new markets, and leveraging technological innovations.   Fifth, identify potential issues and barriers as early as possible. These include regulatory hurdles, cultural differences, and operational challenges. A proactive approach to problem-solving minimizes risks and prevents unexpected costs.   Sixth, develop a clear end-state vision for the integration of the target. A detailed integration plan ensures that all stakeholders work towards the same goal. The vision should include both short-term and long-term perspectives and provide a roadmap for implementation.   Answering these questions before moving forward with a target is essential to ensure the transaction's success and create long-term value.   What are your experiences in selecting acquisition targets? What challenges have you faced and how did you overcome them? Share your thoughts in the comments! 💡   #MergersAndAcquisitions #StrategicAlignment #CorporateStrategy #BusinessGrowth #Leadership

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📃 𝐔𝐬𝐢𝐧𝐠 𝐗𝐑𝐞𝐜𝐡𝐧𝐮𝐧𝐠 / 𝐙𝐔𝐆𝐅𝐞𝐑𝐃 𝐗𝐌𝐋 𝐭𝐨 𝐂𝐫𝐞𝐚𝐭𝐞 𝐏𝐃𝐅/𝐀-3𝐛 𝐈𝐧𝐯𝐨𝐢𝐜𝐞𝐬 𝐰𝐢𝐭𝐡 𝐀𝐒𝐏.𝐍𝐄𝐓 𝐂𝐨𝐫𝐞 𝐂# XRechnung is an XML-only format specifically created for processing digital invoices. ZUGFeRD, on the other hand, integrates a human-readable PDF format with a machine-readable XML format. Since the release of ZUGFeRD version 2.1, it is possible to combine the XML output from XRechnung with the method of embedding XML into a PDF file. Text Control can be used to create ZUGFeRD documents by generating a PDF/A-3b document and attaching the XML content. 🌟 𝐁𝐮𝐭 𝐰𝐡𝐚𝐭 𝐢𝐟 𝐲𝐨𝐮 𝐠𝐞𝐭 𝐭𝐡𝐞 𝐯𝐚𝐥𝐢𝐝 𝐗𝐌𝐋 𝐟𝐫𝐨𝐦 𝐲𝐨𝐮𝐫 𝐄𝐑𝐏 𝐬𝐲𝐬𝐭𝐞𝐦 𝐨𝐫 𝐚𝐧𝐲 𝐨𝐭𝐡𝐞𝐫 𝐛𝐢𝐥𝐥𝐢𝐧𝐠 𝐬𝐲𝐬𝐭𝐞𝐦? In this case, TX Text Control can be used to generate a human-readable, perfectly formatted invoice based on the valid XML data used as the data source for MailMerge. #xrechnung #zugferd #einvoice #pdf #pdfa3b

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Our valuation experts Dr. Tim Laas und Ruslan Savin, CFA Savin - co-authored with Benjamin Ullrich - have contributed an article in the handbook valuation on the valuation of start up companies. They have outlined methods to derive the business value and to allocate this business value to the individual equity instruments. By reflecting factors such as seniority, liquidation preferences or preferential dividend claims, the option price method can quantify the effect of such special rights and privileges on the share value. A simplified allocation of the company value on the current waterfall, does not adequately reflect the value effect of such rights and privileges. You are looking for valuation experts? Please meet our valuation team: https://okt.to/HeRiVP #AMon #Bewertung #MandA

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🌍 The Triad of CFOs, Sustainability, and Risk Management 💼 In our latest article on Haufe.de, Lukas Fischer and I explore the vital collaboration between CFOs, sustainability managers, and risk managers. With the new CSRD regulations, integrating these roles is crucial for future business success. Discover how this triad can drive resilience and competitive advantage. 🔗 Link below in comment section #Sustainability #RiskManagement #CFO #CSRD #BusinessStrategy

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Last month, we were proud to host our first CFO Dinner in Berlin. It was a relaxed evening full of engaging conversations, with no set agenda which allowed us to dive into a multitude of topics ranging from CFO-specific (funding, systems and hiring trends) to broader financial topics, e.g. being at the forefront during the financial crisis but also personal anecdotes about growing up vs. settling in Germany. We were thrilled with the positive feedback from our guests, lots of whom expressed interest in a follow-up. Here's just a few quotes: "I particularly enjoyed the quality of the attendees and thought the dinner setting was conducive to having quality and entertaining conversations. You also picked a really nice restaurant. " "It was quite nice overall to be able to talk without having a presentation or similar which sometimes is not that relevant for all participants." "The most interesting topics for me were people discussing their work cultures, attempts to incentivise people back to the office and how as CFOs everyone sees you as the generalist problem solver for the whole business." A big thank you to everyone who joined us! Already looking forward to the next one. Thomas Antonioli Anurag Bansal Tom Cherry Jan Gackenholz Julia Heintel Benjamin Molzahn Ebony Simone Morczinek Christian Müller Kerimcan Oral Dr. Stephan Tingler Sahar Powell (PhD) Borjan Nikolov Ilya G. . . . #TheBigSearch #CFO #MarketInsights

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Interesting article about what AI is really all about: https://lnkd.in/e9CKhDHJ It looks like it's going to be in German but it's not - the article text is in English. #AI

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🎙️Podcast alert: Had a great catch-up with Kai on 🤝𝑪𝒍𝒐𝒔𝒆 𝒕𝒉𝒆 𝑫𝒆𝒂𝒍🤝 this week (🇩🇪) After our first session last year, we again talked about the latest developments in the SaaS and M&A market. Topics we've covered: ➡️ Our approach with saas.group, ➡️ Where we stand and what our goals are, ➡️ Current SaaS and M&A market trends, ➡️ How to properly value a SaaS business, ➡️ Role of AI in SaaS and M&A, ➡️ And more... You can check it out on all relevant podcast platforms. Links to Spotify and Apple below: 🟢 Spotify: https://lnkd.in/gn8RaVpD 🟣 Apple Podcasts: https://lnkd.in/g3kBWSBW Enjoy listening! 🙌 @ Kai, Anja + team: Thanks again for having me. Happy to speak again next year and see how good or bad my predictions were.

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The Importance of Data Management in Intercultural Management for Cross-Border Corporate Finance Projects 🌍💼 🚨Before we start: Even when it will take some time and important resources of your company, it will have a huge impact on your daily operations to implement a data management. Implementing it as early as possible! In today's globalized economy, cross-border corporate finance projects are becoming increasingly complex due to uncertain global risks and geopolitical changes. However, the success of these initiatives hinges not only on financial acumen but also on effective intercultural management. One of the key components that often gets overlooked is robust data management. 📊✨ Bridging Cultural Gaps with Data 📈🤝 Data management plays a crucial role in understanding the diverse cultural landscapes involved in international finance. By effectively organizing and analyzing data, organizations can gain insights into local market trends, consumer behavior, and regulatory environments. This knowledge enables teams to bridge cultural gaps and tailor their strategies accordingly, fostering better collaboration and communication among stakeholders from different backgrounds. 🌐💬 Enhancing Decision-Making Processes 🧠🔍 In cross-border projects, timely and accurate data is essential for informed decision-making. A well-structured data management system allows teams to access real-time information, facilitating swift responses to market changes and emerging opportunities. This agility is particularly important in intercultural settings, where misunderstandings can lead to costly delays. By prioritizing data management, organizations can enhance their decision-making processes and drive project success. 🚀📅 Ensuring Compliance and Risk Management ⚖️🔒 Navigating the complexities of international finance also involves understanding various legal and regulatory requirements. Effective data management helps organizations maintain compliance with local laws and regulations, minimizing the risk of financial penalties and reputational damage. By implementing a comprehensive data management strategy, companies can proactively identify potential risks and develop mitigation plans, ensuring smoother project execution. 🛡️📋 The relevance of data management in intercultural management for cross-border corporate finance projects cannot be overstated. By leveraging data effectively, organizations can enhance collaboration, improve decision-making, and ensure compliance, ultimately driving success in the global marketplace. #DataManagement #InterculturalManagement #CorporateFinance #CrossBorderProjects #GlobalBusiness #finance #vc #pe #startup #scaleup

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M&A Strategy: Key Elements for Success By Thomas Kessler   Managing Partner at Integration Success GmbH and Atlantic M&A Partners | Pioneer in AI and M&A Integrations   #MergersAndAcquisitions #StrategicAlignment #ExecutiveEngagement In the fascinating world of M&A, success hinges on a well-crafted strategy that covers every aspect from target selection to post-integration. Here’s a concise guide on essential elements to focus on: 1. Target Capabilities and Profile: Identifying the right target involves assessing capabilities and ensuring alignment with strategic goals. This means evaluating potential targets’ strengths, weaknesses, opportunities, and threats within their environment. 2. Purpose and Value Proposition: Clarifying the strategic purpose behind the acquisition and the value it brings is crucial. This involves aligning the acquisition’s objectives with the overall strategy and tracking performance post-acquisition. 3. Best Owner of the Asset: Determining the optimal owner involves understanding which entity can extract the most value from the asset. Identifying synergies and integration points is essential to maximize value. 4. Business Case Development: Building a robust business case ensures that the acquisition is financially sound and strategically justified. This includes forecasting potential outcomes and assessing risks to ensure a solid foundation for the acquisition. 5. Integration Approach: The integration strategy should focus on achieving operational and cultural synergy. Effective change management and meticulous planning facilitate smooth integration and track progress. 🔍 What strategies have you found most effective in your M&A projects? Share your insights below! #SynergySessions #CorporateStrategy #IntegrationPlanning #PostMergerIntegration #MandAInsights #IntegrationSuccess #MandAStrategy #LeadershipInMandA

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Gründer: Zahl der Start-up-Insolvenzen steigt auf Rekordhoch https://buff.ly/3Y8hwa8 The number of start-up insolvencies has reached a record high, indicating a challenging environment for new businesses. Factors contributing to this trend could include economic instability, lack of funding, or insufficient market demand. It's crucial for entrepreneurs to carefully plan and manage their finances to navigate these risks successfully. According to recent reports, the rise in start-up insolvencies underscores the importance of resilience and adaptability in the business world. #startups #insolvencies

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Dear valued investors, I’d like to inform you about some important news (Delisting of the Nw Work SE share) we just shared with the capital markets:   Ad hoc news of New Work SE: Conclusion of a delisting agreement with Burda Digital SE and announcement of a delisting tender offer by Burda Digital SE in the amount of EUR 66.25 per New Work SE share Hamburg, 3 June 2024  Today, New Work SE (ISIN DE000NWRK013) has entered into a delisting agreement with its majority shareholder, Burda Digital SE, which holds approximately 74.22 % of the shares of New Work SE. On the basis of this delisting agreement, an application for the revocation of the admission of New Work SE’s shares for trading on the regulated market (Prime Standard) of the Frankfurt Stock Exchange (so-called delisting) is to be submitted by the Executive Board of New Work SE. In addition, New Work SE will take all reasonable measures to terminate the inclusion of New Work SE in the open market (Freiverkehr), insofar as this inclusion took place at the request of New Work SE. Pursuant to the terms of the delisting agreement, Burda Digital SE will today announce its decision to make an unconditional public delisting tender offer to the shareholders of New Work SE in the form of a cash offer to acquire all shares in New Work SE not already directly held by Burda Digital SE against payment of a cash consideration of EUR 66.25 per New Work SE share. According to Burda Digital SE’s assessment and taking into consideration prior share purchases by Burda Media SE, this offer price meets the statutory minimum price for a delisting tender offer pursuant to section 39 of the German Stock Exchange Act (Börsengesetz). The final price will be published by Burda Digital SE in the public delisting tender offer (Angebotsunterlage) upon confirmation by the German Federal Financial Supervisory Authority (BaFin). The Executive Board and the Delisting Committee, formed by the Supervisory Board of New Work SE, will carefully review the offer document for the public delisting tender offer of Burda Digital SE and issue a joint reasoned statement in accordance with section 27 of the German Securities Acquisition and Takeover Act (Wertpapiererwerbs- und Übernahmegesetz). The delisting agreement also contains undertakings by Burda Media SE to support expressly all of the material elements of New Work SE’s business strategy as published with the ad hoc notification dated 11 January 2024. After the revocation of the stock exchange admission takes effect, the shares of New Work SE will no longer be admitted to trading and traded on a domestic regulated market or a comparable market abroad.

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