Andreas Christl

In short: in private equity, value today comes less from financial leverage and more from operational value creation. Whether it is buy-and-build, integration after closing or preparing for exit, every value creation plan needs a management team that can deliver it. This article looks at how funds organise value creation, which roles make the difference

In short: transformations are won or lost in execution, and execution rests on a handful of people. If you are responsible for a restructuring, a turnaround, a carve-out or a change of strategy, you need leaders who can make decisions under uncertainty, create transparency quickly and still bring the organisation with them. This article sets

It’s rarely about the numbers. Anyone who has run a P&L of €500m+, delivered 5 to 10 % of customer margin in a crisis and taken post-merger integrations all the way through to a successful exit has done their homework. The real problem for these top 10 % executives lies somewhere else entirely: the traditional

A CEO successfully stabilises a business.Costs down. Structures simplified. Decisions faster. Performance back on track.The turnaround works.And then? Then the job often changes completely.Suddenly it’s about growth again. Investment. New markets. New capabilities. Perhaps international expansion or building a new business model.But is the CEO who steered the company through the turnaround automatically the right

Anyone moving from corporate management into self-employment usually starts planning straight away: • Which service or product will I offer?• How will I price it?• What will the website look like?• How do I win my first clients? When I went independent more than 20 years ago after my corporate career, I made exactly the

A few days ago I was in a briefing for a new search.The client handed me an excellent role profile. Industry experience, span of control, track record, all neatly written down.After 30 minutes, we both realised that the document described the organisation’s past, not the future in which the candidate is supposed to make a

I speak to at least three executives every day, and most of them think their search begins when they contact a headhunter or land a first interview. By then they’re usually well into the second half. Various studies estimate that a large share of the really interesting leadership roles are never advertised. My own experience

Why TALENTspy is expanding its Commercial Practice with partner Melanie Kleemann now: value creation in portfolios increasingly depends on sales and growth.

In-house recruiting is right for 80 % of standard hiring. Why it reaches its limits for top management, critical specialists and special situations.

An uncertain market, postponed decisions, frozen budgets. Why companies must resolve wrong appointments instead of managing them, especially in a crisis.