Ausgewählte Mandate aus unserer Arbeit.

The founding CEO of DiIT was approaching the question of retirement. The Unternehmen was technologically dominant in its niche and highly profitable, but the next strategic phase required either independent capital for international scaling or full integration into a larger industrial group that could carry the company globally. The CEO did not want to remain operationally central into his late years, but he could not see how to step back without the Unternehmen losing what had made it valuable — its open, vendor-neutral software Plattform that worked with wire-processing machines from all major manufacturers, not just Schleuniger.

The owner-CEO faced converging structural and strategic challenges. The Magento-to-Adobe-Commerce Plattform transition was reshaping the buyer landscape — projects were getting larger and Kunde expectations were shifting toward broader IT-partner capacity. The company's rural location made talent acquisition difficult, although existing personnel were extraordinarily loyal.

The Gründers had built a profitable, technically integrated Unternehmen with proven market relevance and low churn. They had reached a personal milestone: the next phase would require significantly more capital, broader sales and product capacity, and possibly international scaling. Rather than absorbing those operational risks as independent owners, they wanted to find the right long-term software partner who understood the healthcare-vertical SaaS space and could carry the Unternehmen forward while letting them realise an exit.

ClinPharm operated in a structurally changing market. Pharmaceutical companies and CROs were under growing pressure to run clinical trials faster, more reliably, and with better patient recruitment. Dedicated site networks could create real value at this bottleneck.

The company had built a credible international engineering Unternehmen — Kundes in the US and Europe, deep Magento and Adobe Commerce expertise, an existing collaborative relationship with a US partner. But the operating model had not kept pace with the company's structural needs. Project profitability, utilisation, and billing discipline had eroded.

Teknihall had moved from Münster to Dietzenbach in 2021 with significant expansion of warehouse space, personnel, and infrastructure on the expectation of growing Asian Kunde volume following the Pangoo investment. The volume did not materialise sufficiently — Covid disruption, raw-material shortages, freight-cost escalation, and declining Unternehmen from Asian partners from early 2022 onward. The company was caught in a classic over-expansion crisis with high rent burden, oversized personnel, and insufficient revenue.

Der Umsatz hatte sich über vier Jahre hinweg unter dem kombinierten Druck von COVID-bedingten Störungen im Einzelhandel, der strukturellen Insolvenzwelle im Fachhandel und zunehmenden internen operativen Problemen ungefähr halbiert. Die Bankkreditlinien waren vollständig ausgeschöpft und persönlich durch den 70‑jährigen Gründer abgesichert. Die Beziehung zwischen dem Gründer und seiner Tochter — der designierten Geschäftsführerin — war zu einem strukturellen Hindernis für nahezu jede operative Entscheidung geworden.

Der Markt für Rechtsdienstleistungen wird durch KI strukturell verändert. Generische rechtliche Frameworks werden zunehmend zur Commodity. Größere Versicherer bieten kostenlose Standarddokumente an, die bereits am Einstiegspunkt der Wertschöpfungskette mit klassischen Rechtsdienstleistungen konkurrieren.