Martin Hammer

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.

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.

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.

While crises used to be exceptions, they have become a constant state due to the pandemic and wars. The business world is not exempt, with many companies currently facing turmoil. Martin Hammer, founder and managing partner of enomyc, has witnessed over a thousand companies in crisis and has successfully led many out of trouble. Here, he discusses the causes, symptoms, and the Tarragona Strategy, a proven concept in both medicine and business.

enomyc has reason to celebrate: what began as a two-man operation in an office with a view of the Elbe has developed over the past 20 years into one of the leading management consultancies for SMEs. Due to the company's expanding service portfolio, the team has expanded and enomyc now has seven locations at home and abroad. The new brand identity also makes it clear that a lot has changed. How did this beginning, now 20 years in the past, transpire? What did the founders learn in the following years, and what are they planning for the future? A conversation with Martin Hammer and Uwe Köstens about difficult beginnings, the power of mindset and sweeping out one's own doorway.

Entry into the port of Hamburg, a suspected spy balloon over the USA, a merger with Russia and conflict with Taiwan: China is fueling the scepticism and changing mood of its economic partners all on its own, say some. The China bashing is exaggerated, say others. But one thing is certain: China's strategy is not leaving Germany unscathed. Can German-Chinese relations continue as before? What would be the impact of a decoupling? And a “golden mean”: What would it look like? Three scenarios with Martin Hammer.

Cheap gas, cheap living, cheap money: Many Germans are used to always getting a whole lot for little, in a land of growth and prosperity. The boomer generation in particular was virtually trimmed for professional success and major economic growth. And the millennial generation? These were the people who were born into the middle of this prosperous state. Now, however, they all face new parameters for prosperity and growth. Millennials and Gen Z are facing "their" first economic crisis. And companies are seeing how the familiar formula no longer works. Are the fat years now over? A conversation with Martin Hammer. A conversation about prosperity and growth with Martin Hammer.

90 percent of German companies are family businesses. Often with a long tradition and several management changes from generation to generation. These handover processes are often complex. "A family-internal company handover is of great importance for all family members," finds Bessie Fischer-Bohn. The economist, psychotherapist and executive consultant has been accompanying families through the leadership transition for many years. Why do those who don't normally sit at the conference table also have to come to the table? How can the Prince Charles Syndrome be avoided? And what do families typically ignore?