Ralf Ehret will speak alongside other experts on the topic “Small and Medium-Sized Businesses at Their Limit—What Strategies Can Companies Use to Regain Strength and Secure Fresh Liquidity?”
Friday, September 18, 2026 2:00–2:40 p.m. SRH University Heidelberg | Ludwig-Guttmann-Str. 6 | 69123 Heidelberg
Note: The event will be held in German.
The 16th Restructuring Conference at SRH University Heidelberg brings together decision-makers and experts from the fields of restructuring, turnaround, and financing. Practice-oriented presentations, workshops, and discussions address current industry developments and provide a forum for professional and personal exchange.
Ralf Ehret, Partner and Head of Debt Advisory at enomyc, is co-organizing the conference and will contribute his financing expertise to a panel discussion. Under the title “Small and Medium-Sized Enterprises at the Limit—What Approaches Can Help Companies Regain Strength and Secure Fresh Liquidity?”, Ralf Ehret will discuss this topic alongside Michael Borke, CRO of MPower Franke GmbH, Harald Kram, member of the executive board at Helbig Business Advisors GmbH; and Heiner Mittag, Head of Sales at Maturus Finance GmbH (moderator), on how companies can regain their financial and operational agility under challenging conditions.
What to Expect
Practical presentations and workshops
Networking: Our event offers excellent opportunities to network with other industry professionals
On-site catering: Delicious food and drinks await you
A large exhibitor area
We look forward to your participation and an engaging exchange of ideas.
As a financial expert, Ralf Ehret has many years of in-depth experience in corporate finance, structuring and negotiating complex restructuring financing, and comprehensive reorganizations of liabilities in challenging crisis situations. Since July 2023, he has been developing and leading the Debt Advisory business unit as a partner at enomyc.
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.
Im Zusammenhang mit Restrukturierungen ist immer öfter von sogenannten Loan-to-own-Transaktionen die Rede. Bei dem ursprünglich aus den USA stammenden Modell kaufen insbesondere Finanzinvestoren gezielt Forderungen gegen Schuldnerunternehmen auf, um diese in vorinsolvenzlichen Sanierungsverhandlungen oder im Rahmen eines Insolvenzverfahrens zu übernehmen. enomyc-Autor Alexander Neumann erklärt, welche Rolle das Instrument auf dem deutschen Markt spielt, welche Vorteile solche Transaktionen für Banken und Investoren – und gegebenenfalls die betroffenen Unternehmer – haben und was dabei zu beachten ist.
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.
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.
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.
Im Zusammenhang mit Restrukturierungen ist immer öfter von sogenannten Loan-to-own-Transaktionen die Rede. Bei dem ursprünglich aus den USA stammenden Modell kaufen insbesondere Finanzinvestoren gezielt Forderungen gegen Schuldnerunternehmen auf, um diese in vorinsolvenzlichen Sanierungsverhandlungen oder im Rahmen eines Insolvenzverfahrens zu übernehmen. enomyc-Autor Alexander Neumann erklärt, welche Rolle das Instrument auf dem deutschen Markt spielt, welche Vorteile solche Transaktionen für Banken und Investoren – und gegebenenfalls die betroffenen Unternehmer – haben und was dabei zu beachten ist.
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.
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.
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.
Im Zusammenhang mit Restrukturierungen ist immer öfter von sogenannten Loan-to-own-Transaktionen die Rede. Bei dem ursprünglich aus den USA stammenden Modell kaufen insbesondere Finanzinvestoren gezielt Forderungen gegen Schuldnerunternehmen auf, um diese in vorinsolvenzlichen Sanierungsverhandlungen oder im Rahmen eines Insolvenzverfahrens zu übernehmen. enomyc-Autor Alexander Neumann erklärt, welche Rolle das Instrument auf dem deutschen Markt spielt, welche Vorteile solche Transaktionen für Banken und Investoren – und gegebenenfalls die betroffenen Unternehmer – haben und was dabei zu beachten ist.
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.
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.
One in four insolvencies is due to late payments. Especially in business trans-actions between large debtors and small creditors, long payment terms re-peatedly lead to problems. As a result, particularly SMEs, which rely on pre-dictable cash flows, are forced to delay payments to their own suppliers, incur higher financing costs, and have less room for investments. With a directive aimed at combating late payments in commercial transactions, the European Commission intends to ensure more fairness. Moreover, it aims to enhance the competitiveness and resilience of small and medium-sized enterprises. While this sounds promising, it also has its drawbacks, according to experts Marc Fahrig and Ralf Ehret, who outline what businesses should now prepare for.
During a corporate crisis, many things change, including the relationship between the company and its financiers. Internal regulatory requirements lead to changes vis-à-vis lenders' engagement strategies and new contacts. Communication requirements also increase in many respects. Those who fail to recognise this risk a communicative downward spiral and thus potential existential consequences. Why is correct crisis communication so crucial for a successful restructuring? And how does it work exactly? Ralf Ehret, enomyc Partner and Head of Debt Advisory, looks at five typical pitfalls of communication with financing partners - and how you can avoid them.
Dass sich die Krise erst jetzt, knapp drei Jahre nach Ausbruch der Pandemie, in Bilanz, GuV und Cashflow der Unternehmen bemerkbar macht, ist auch auf die nach wie vor gestörten Lieferketten zurückzuführen. Materialknappheit und fehlende oder immer teurere Transportkapazitäten vor allem aus Asien beeinträchtigen den Zufluss von Produkten und Teilen. Um in dieser Situation eine verlässliche Warenversorgung sicherzustellen, haben viele Unternehmen große Sicherheitsbestände aufgebaut. Auch das bindet ordentlich Liquidität.
Philippe Piscol, Managing Partner at enomyc, has successfully been driving the field of distressed M&A for 8 years with great energy. What has he come to expect: Will the number of insolvencies continue to rise? Will the complexity of cases increase? Is it worth investing now? The interview also deals with the main topics involved in distressed M&A: How do you achieve a smooth sales process? What is important in the network and last but not least, what is it that attracts him personally to distressed M&A?
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.
Raw materials, labor, energy, transportation: everything is becoming ever more expensive. But that's not all: the rising costs of important input factors are endangering the profitability of companies. With our interactive inflation calculator, you can quickly find out just how much price increases are impacting your company's earnings and how price increases to your own customers can provide relief.
The current crisis not only has a major impact on the liquidity of companies: It also affects their payment morale. The focus is on existing contracts - as well as on future business relationships. What options do entrepreneurs have in the event of their business partners going bankrupt? Which contractual clauses are important for existing and future business relationships? We asked Reiner Winkelbauer, business mathematician, experienced managing director and CFO in the aerospace and pharmaceutical industries. He has been advising companies as a partner at enomyc for about five years. What recommendations does he have for entrepreneurs? How can they protect their company in the current situation?
The faces and stories of our consultants are many and varied. Hardly anyone’s career path that led them to enomyc is like another. We interviewed two of them: Industrial engineer and senior consultant – at 26 years old, Felix Dosch has lived in Australia, worked in the USA, and studied in Taiwan. And 55-year-old Reiner Winkelbauer, business mathematician and partner, completed his master of science in 1990 in Syracuse, New York, before assuming responsibility for 600 employees and 70 million euros in sales as a CFO and managing director for many years. Learn more The most important lessons: advice they didn’t take and insights they want to share with prospective talents.
