Uwe Köstens

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.

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.

The real estate sector is currently experiencing one of the most severe crises in its history. The number of building permits has dropped by a quarter, and transaction volumes have plummeted by more than 70 percent. Few expect a genuine recovery in the short term. What can companies do now to escape the downward spiral of the industry? Christian Kuhs, founder and Business Development at Nordantech, discussed this with enomyc founder and Managing Partner Uwe Köstens, and enomyc partner and real estate expert Matias Otto, in the #SHIFTHAPPENS Podcast by Nordantech. Here are some key excerpts from the conversation.

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.

The global economy is struggling hard with Covids consequences as the pandemic moves through its third year. What’s more the crisis mountain of supply chain stoppages, material and personnel shortages continues to grow: high energy and material costs are looming. In addition to all of this, cyber-attacks have now thrust forward, advancing to become our next big challenge. "A toxic cocktail," is how Uwe Köstens, founding partner of enomyc, sums up the situation. Crisis is his business: he has been advising on SME issues for more than 22 years. As a result, he is very knowledgeable about the effects crises have on the global economy. But what makes the current situation so dangerous? What in particular puts the eye on red alert? And how on earth can companies manage a less bumpy landing in the new reality called "crisis"? An interview.

As one of the world's leading credit insurers, how does Coface assess the impact of the Corona pandemic? Should we be prepared for a major wave of bankruptcies? Was now the right time for the supply chain bailout to expire? What is in store for companies now? We asked Jochen Böhm, Risk Underwriting Director and Member of the Management Board for the Northern Europe region at Coface. He is responsible for risk and commercial underwriting at the international credit insurer and specialist in receivables management. He knows exactly what companies need to pay attention to in order to operate successfully in the long term, to what extent risks can be taken and how the risk situation is developing for companies worldwide. In an interview with our Managing Partner Uwe Köstens, Jochen Böhm tells us which tools and measures entrepreneurs should rely on now to prepare themselves even better for the future.

The German Corporate Stabilization and Restructuring Act, or StaRUG for short, has been in force since the beginning of the year. It enables companies that are not yet insolvent or heavily indebted, but threatened with insolvency, to carry out pre-insolvency restructuring as part of an independently managed process. For many companies, this could well be an increased chance of sustainable and value-retaining restructuring.