Hartwig Skala

At the beginning of May, enomyc announced its partnership with Ufenau Capital Partners. The objective: to build a leading consulting platform for transformation and restructuring — initially across the German-speaking region, with a clear path toward international reach. In this interview, Julia Hammer, Managing Director of the enomyc Group Holding, explains why the market now requires new consulting models, the role Ufenau will play in the next phase of development, and how enomyc aims to combine growth, entrepreneurship, and platform capability.

The production networks of most medium-sized companies have evolved over time. What may have been sensible and efficient years ago often no longer serves its purpose in an era of volatile demand, fluctuating customer orders, and short product life cycles. For example, if one plant is operating at full capacity while others are underutilized, alarm bells should be ringing in the executive suite. Christian Zeller and Max Stehr explain what companies can do in such situations, when certain measures make sense, and how the production footprint becomes a competitive advantage.

Many business owners first encounter the term IDW S 6 when dealing with banks or financing partners. This often gives the impression that it is a formal report or a regulatory formality for companies in crisis. However, as enomyc author Tom Hammer explains, a restructuring plan in accordance with IDW S 6 can do much more: when intelligently designed and implemented, it ensures clarity in corporate management and builds trust among financing partners—thereby laying the foundation for a sustainably successful future.

The final publication of IDW S 16 provides, for the first time, a concrete reference framework that operationalizes the legal obligation for early crisis detection under Section 1 of the StaRUG. IDW S 16 does not create a new legal framework, but rather specifies how companies can properly fulfill the previously often abstract requirements for early crisis detection, planning, and risk management. enomyc partner and financial expert Jonas Keppler explains what the standard means in practice—and what consequences it has for business decisions .

From controlling at a renowned state bank to working in an internationally operating SME and finally to management consulting: Jonas Keppler has already sat on many chairs. What all stages have in common: his passion for numbers. Which restructuring case does he consider the most exciting of all time? How can CFOs and controllers be convinced to use AI? And with which guiding questions does he inspire medium-sized companies to think big? A conversation with Jonas Keppler – about numbers, impact, and perspective.

Is this impression misleading, or are strikes becoming more common? Which industries are hardest hit? And how well prepared are medium-sized companies? “In my experience, not well at all,” reports Thomas Wahlig, specialist lawyer for labor law, “but the unions are just as bad.” This could make companies vulnerable to blackmail very suddenly. And this at a time when German SMEs are in the midst of an unprecedented wave of restructuring. Thomas Wahlig is a partner at Pusch Wahlig Workplace Law and specializes in collective bargaining and works constitution law, particularly restructuring. He says that companies planning restructuring should check their strike resistance very carefully in advance. How? With due diligence. We interviewed him.

Loan-to-own transactions are increasingly discussed in restructurings. Alexander Neumann explains their role in the German market, who benefits and what to watch out for.

In recent months, many small and medium-sized enterprises (SMEs) have faced existential crises due to challenging economic conditions, the unique structural situation in Germany, and the lasting effects of the COVID-19 pandemic. The situation has been further exacerbated by sharply rising capital costs, increased risk aversion among financiers, and repayment obligations from the pandemic period. According to enomyc author Dr. Stefan Frings, these multiple crises present the perfect opportunity for decisive and consistent action. Often, it takes significant pressure before stakeholders are willing to confront harsh realities and, with careful consideration, bring an end to long-standing but unsustainable practices.