Innovation, Digitalization, and Sustainability as Responses to Global Challenges.
Actually, it's a comfortable situation: Demographic changes and medical advances are continuously increasing the demand for new drugs and therapies. Despite this, the long-successful industry is increasingly under pressure.
Declining margins, expiring patents, and dependency on a few raw material suppliers are just some of the challenges currently facing mid-sized players in the industry. To secure their gross profit, many companies have relocated their production abroad. Others are opting for the opposite strategy of onshoring. But even then, securing earnings is crucial. This requires reliable supply chains, efficient processes, and stable logistics.
No matter where you start from:
We help you become simply better.
Innovate, digitize, act sustainability: Shape the future with us.Uwe Köstens, Founder and Managing Partner, Head of Real Estate View Uwe Kösten´s Profile
For 20 years, we have been helping companies in the pharmaceutical and chemical industries become more profitable, efficient, and future-ready – whether in a crisis or because "business as usual" is no longer satisfactory.
With more than 1,300 successful projects, we rank among the leading business consultancies in Europe for Strategy & Corporate Performance and Transformation & Restructuring. Whether you are dealing with supply backlogs, looking to reduce procurement costs, or need a realistic assessment of a target ahead of an acquisition: we know how to do it. Not just in theory, but through comprehensive practical experience.
Our consultants know your industry and understand which levers are crucial. We do not shy away from presenting the unvarnished truth or implementing tough measures. Our track record confirms our approach. Let us find out together which path is the right one for you.
We help you refine your strategic priorities, tap into growth potential, and boost profitability and operational performance. Together, we create a solid foundation for decision-making, translate it into clear actions, and consistently implement changes in your organization, processes, and management systems.
We support companies, shareholders, and investors in acquisitions, divestitures, succession planning, and carve-outs—from deal readiness and transaction strategy through valuation and due diligence to negotiations, closing, and integration. In this way, we enhance transaction certainty and create the conditions necessary to realize the targeted value through operational performance.
We support companies, shareholders, and investors in acquisitions, divestitures, succession planning, and carve-outs—from deal readiness and transaction strategy through valuation and due diligence to negotiations, closing, and integration. In this way, we enhance transaction certainty and lay the groundwork for realizing the targeted value through operational performance.
We fill C-level and business-critical leadership roles during periods of transformation, growth, and restructuring—whether on a permanent, interim, or hybrid basis. In doing so, we combine executive search with a deep understanding of the strategic and operational context. This ensures that the candidate’s personality, the assignment, and the role are a good fit, and that companies remain capable of taking action.
We align strategic goals with digital business models, high-performing processes, and clear technological priorities. Together, we identify business-relevant use cases, create scalable structures, and support implementation—so that digital transformation and AI can boost productivity, unlock new growth potential, and secure competitive advantages.
We support developers, investors, and financing partners throughout the entire project lifecycle—from feasibility and risk analyses to financing and project management, all the way through to strategic realignment in challenging situations. In doing so, we integrate real estate, financial, and operational perspectives to stabilize projects, support decision-making, and realize value potential.
We support companies through strategic realignment, operational transformation, and financial restructuring. Together, we create transparency, stabilize earnings and liquidity, realign business models and organizational structures, and consistently implement measures—with clear governance, measurable progress, and accountability—until the impact is evident in day-to-day operations.
We develop sustainable capital structures for growth, transformation, and special situations—from growth financing and refinancing to debt restructuring. Together, we create transparency regarding liquidity and capital requirements, evaluate financing options, and manage negotiations with banks and other lenders through to the finalization of binding agreements.
Volatile demand, intensified competition from China, regulatory uncertainty, and high investment requirements are forcing OEMs and suppliers to realign their portfolios, locations, and capital. We create a solid foundation for decision-making, strengthen cost efficiency and performance, and manage the implementation process in collaboration with customers, financing partners, and employee representatives.
Cautious investment, rising location costs, and trade policy risks are weighing on capacity utilization and margins. At the same time, customers expect shorter payback periods, reliable delivery capabilities, and digital services. We are sharpening our market positioning and portfolio, improving project margins and working capital, and translating technology and service potential into robust earnings contributions.
Fluctuating freight demand is compounded by rising labor, energy, and toll costs, infrastructure bottlenecks, and geopolitical reroutes. Shippers nevertheless expect reliable capacity, transparent shipment data, and measurable progress toward decarbonization. We optimize networks and cost structures, improve planning and management using data and AI, and consistently implement operational improvements.
Financing costs, volatile valuations, construction costs, and regulations are putting pressure on project developers, property owners, construction companies, and financiers. Changing usage requirements and ESG guidelines are increasingly determining the profitability of locations and portfolios. We provide transparency regarding values and risks, develop viable strategies, and consistently execute financing, transformation, and transactions.
Chemical companies face significant energy and cost pressures; pharmaceutical companies face development risks, price pressures, and regulatory challenges. Customers, government agencies, payers, and patients expect security of supply, sustainability, and transparency. We refine investment and portfolio decisions, strengthen operational performance, and consistently implement changes.
Chemical companies must reassess their energy-intensive capacities and portfolios; pharmaceutical companies face high development risks, pricing and reimbursement pressures, and stringent regulation. At the same time, customers, regulatory agencies, payers, and patients have increasingly high expectations regarding supply security, sustainability, and transparency. We refine investment decisions, enhance operational performance, and consistently implement changes throughout the value chain.
Pressure for reform, a shortage of skilled workers, the shift toward outpatient care, and the need for digital investment are increasing the pressure for change on hospitals, long-term care providers, and other healthcare organizations. Patients and employees expect quality and reliability; payers, owners, and policymakers expect both transparency and cost-effectiveness. We create a solid foundation for decision-making, develop sustainable care and operational models, and consistently implement restructuring and transformation.
Volatile demand, high price sensitivity, rising costs, and complex supply chains are putting pressure on margins. At the same time, platforms, private labels, and data-driven business models are shifting the balance of power between manufacturers, retailers, and consumers. We refine positioning and portfolios, optimize pricing, sales, and value creation, and scale digital and AI-driven processes.
Generative AI is accelerating innovation cycles and transforming search, distribution, and monetization. Media companies are competing on platforms for reach, willingness to pay, and user retention; technology providers must simultaneously master scaling, differentiation, regulation, and cybersecurity. We refine portfolios and business models, prioritize investments, and consistently align data, technology, and organization toward profitable growth.
Volatile demand, a shortage of skilled workers, rising operating costs, and significant investment needs are putting pressure on margins. Guests expect seamless digital services, compelling experiences, and a good value for money; owners and investors expect a robust economic outlook. We are refining our positioning and portfolio of offerings, optimizing revenue management and cost structures, and consistently implementing changes.
Strategy & Corporate Performance
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.
Strategy & Corporate Performance
The obsession with a long and healthy life is fueling boom after boom in the healthcare industry. Vitamins, supplements, and nootropics. Dietary foods for muscle building and weight loss. Herbal medicines for prevention and recovery—all available over-the-counter (OTC) in pharmacies and drugstores. While some pharmaceutical manufacturers are thriving in this market, others struggle to remain relevant. Where do they fall short? "I've never seen an OTC company in crisis due to a lack of pharmaceutical or product expertise," says marketing and sales expert Peter Klein. "What most lack is digital know-how and digital marketing expertise." Klein holds a degree in business administration with a focus on marketing and sales. He studied in Cologne and Trier and has held executive positions in consumer goods and pharmaceutical companies. Today, he advises OTC producers as a consultant and interim manager. What makes OTC products truly relevant? Why should pharmaceutical manufacturers view themselves as customer-centric companies? And how is "Insta Health" transforming the OTC industry? Fresh insights and actionable recommendations—read the full interview below.
Transformation & Restructuring
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.
Strategy & Corporate Performance
Large OEMs have to do it, as do medium-sized companies whose plants in one region are underutilized while customers in another market cannot be supplied quickly enough. Whether large or small, virtually all companies have to continuously adapt their production capacities to changing requirements. In a world where what seemed like an ironclad rule yesterday may no longer apply tomorrow, this is no easy task. In their article, enomyc experts Max Stehr and Christian Zeller explain what companies should pay attention to and why involving an experienced partner at an early stage can avoid a lot of unrest, friction losses, and often also costs.
Strategy & Corporate Performance
Casting from China, assembly in Eastern Europe: German industry has long sought international business relationships in the course of globalization. Factor cost differences had to be exploited for this, while on the other hand local sourcing, seemed to be on the decline. In fact, it was even pushed aside as stuffy or "old school". This was all before pandemics and lockdowns cut supply chains, a hurricane hit Texas and a freighter got itself stuck in the Suez Canal. It suddenly became very clear how vulnerable - and also dependent - German industry is on certain basic materials. What's more: ESG requirements and climate targets are currently forcing industry to rethink its supply chains more than ever. Long transport routes and international business relationships with "best cost countries" are increasingly being questioned. What will the logistics of the future look like – and what’s more have to look like? How can the German economy circumvent raw material shortages and fragile supply chains? Where is the innovation potential of the future? And: Will steeple sourcing become a trend again? An outlook with Dr. Stefan Frings, Partner at enomyc.
Strategy & Corporate Performance
Reduce, reuse, recycle: How can the shift to a circular economy succeed? And who is already getting it right? An interview with Dr. Stefan Frings.
