Julia Hammer

For Franz A. Wenzel, Managing Director USA, the last five months in Anderson, South Carolina have felt like an entire year. Born, raised, and educated in the US, our consultant has returned to the US after nearly two decades abroad in both Germany and Europe, at large—as a consultant for German SMEs in the Upstate boom. What are his impressions after five months in the southeastern US? Has his focus shifted? And what questions does he frequently encounter from German companies expanding into the US? From risks to future prospects: an honest, personal, and practical insight.

In phases with high decision-making and time pressure, every minute counts. When key roles in finance, operations, or project management are vacant, implementation becomes a risk—in times of crisis, but also during growth, transformation, or transition phases. In such situations, tailor-made interim and executive search solutions bring targeted leadership experience and implementation expertise to the company. They create additional certainty by clearly anchoring responsibility, driving decisions forward, and confidently involving relevant stakeholders. The decisive factor here is not only the speed of recruitment, but also the ability to actually make an impact in challenging phases. In this interview, Anne Rienecker, head of enomyc's new People Advisory business unit, and managing director Julia Hammer explain how they support medium-sized companies with their services and why even the best interim manager is not a “jack of all trades.

2025 was a challenging year—and a year of professionalization. Many small and medium-sized enterprises (SMEs) refined their business models, adjusted their financing strategies, and tackled technological change more actively than in previous years. We talk to enomyc founders Martin Hammer and Uwe Köstens about key developments and what will be crucial for SMEs in 2026.

Impending double dip, pressing transformation, slowing banks: “Outdated financing concepts are of little help now,” says Ralf Ehret, partner and head of debt advisory at enomyc. They are often suboptimal, unstable, and not designed for the current risks or future needs of German SMEs. It is no surprise that alternative sources of financing are now booming. But what do companies need to anticipate now in order to act early, honestly, and smartly? A look at worst-case scenarios and dream scenarios from a debt advisor.

With the opening of its US office in Anderson, South Carolina, enomyc is taking an important strategic step in international consulting. In an interview, founder Martin Hammer and Managing Director Franz A. Wenzel explain why local American consulting expertise is a key success factor for the US market, what differences between European and American corporate and work culture are decisive, and how enomyc will provide even more targeted support to medium-sized companies in their global core markets in the future.

The pharmaceutical industry is at a turning point. While global demand for active pharmaceutical ingredients (APIs) is rising, more and more medium-sized manufacturers in Europe are coming under pressure. Skyrocketing location costs and crippling regulations, as well as dependence on Asian suppliers, are making life difficult for them. The market is growing, but not for everyone. In their article, Dr. Stefan Frings and Marius Stenzel explore why some companies are constantly losing ground despite rising demand and what they can do now to adapt their production, supply chains, and organization to the new challenges.

Do you buy premium brands and save money at discount stores? Recent studies show that Germans have become even more price-sensitive. At the same time, however, the market volume for luxury goods is also growing. Manufacturers and retailers are under pressure: how can they strike the right balance between price sensitivity and customer loyalty? Marketing expert Peter Klein believes that companies should focus on the value of their products. However, most companies lack a clear, professional pricing strategy developed by a specialized pricing team. How can this be improved?

Pricing is one of the most powerful but often underestimated levers for increasing profits and company value. Even small changes can have a big impact: a price increase of just 1% can boost operating profit by up to 11% with the same sales volume. In contrast, a price reduction of 5 percent requires a rather unrealistic sales increase of around 19 percent if profits are not to plummet. Artificial intelligence (AI) is now putting pricing back on the agenda for small and medium-sized businesses. In this interview, enomyc experts Jan Ulrik Holsten and Franz A. Wenzel explain how AI is changing pricing and what options this opens up for companies.