Energy Sector in Transition: New Opportunities in Structural Change.
The transition must deliver energy that is sustainable, reliable, and affordable. That makes structural change in the energy and environmental sector both complex and far-reaching. It also creates significant opportunities. Solar photovoltaic capacity is expanding rapidly, while wind and hydropower development has slowed. At the same time, a green hydrogen industry is emerging, including the production of electrolysers.
Nuclear power has been phased out. Gas consumption has fallen. Coal is scheduled to be phased out by 2038. Climate targets, the expansion of renewable energy, efficiency gains, and geopolitical developments are all reshaping Germany’s electricity mix. Together, these forces are driving profound change across the energy and environmental sector.
The energy market has long been highly competitive. Today, far-reaching structural change is challenging even proven business models, requiring many mid-sized companies to fundamentally reassess their strategic direction.Wolfram Hackbarth, Director
To help you develop your business, we combine sector expertise, practical experience, and an extensive network. You benefit from industry specialists and experienced generalists, including experts with deep knowledge of specific subsectors and production processes. We also bring expertise in financing and a strong network across the capital markets.
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 wind energy market in Germany is racing from one record to the next. Never before have so many permits for new turbines been issued as last year. Almost a third of electricity is now generated by wind power. Nevertheless, the industry is not a sure-fire success. This is not only because the market is often as volatile as the winds that blow. Growing competition from Asia is also putting pressure on companies. In their article, enomyc authors Dr. Stefan Frings and Viola Damberg take a look at the most important current developments and outline how suppliers can best equip themselves for the increasingly harsh winds of competition.
Operations
Hydrogen is considered one of the key energy carriers in the effort to transform industry and transportation sectors to be climate-neutral. According to the German government's National Hydrogen Strategy, ten gigawatts of electrolysis capacity are expected to be built in Germany alone by 2030. This would meet one-third to one-half of the domestic demand and require an almost unprecedented scaling of current capacities. While many view this plan as completely unrealistic, enomyc author Wolfram Hackbarth sees opportunities. The industrial production of the stacks required for this is highly complex, but thanks to digitalization and Industry 4.0, it can still be economically viable—even in high-wage countries.
Strategy & Corporate Performance
For a long time, the battery market was considered a prime example of a sustainable industry in Europe. The demand for e-mobility, energy storage, and smart devices seemed limitless—as did the growth forecasts. Start-ups such as Northvolt and Britishvolt made headlines, major car manufacturers established their own battery subsidiaries, and subsidies flowed freely. Since then, the mood has changed noticeably: where there was once euphoria, disillusionment is now spreading, and many highly publicized projects have long since fallen victim to budget cuts. enomyc experts Dr. Stefan Frings and Robert Schröder explain what needs to happen for Europe's battery vision to become a reality after all.
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.
Strategy & Corporate Performance
Smart incentives for sustainable sell-through: these business models lead out of waste. Interview with Dr. Tim Bauer, Director at enomyc.
Strategy & Corporate Performance
Alexandra Becker and Carla Dausend provide an overview of what companies need to prepare for, which mistakes to avoid, and how ESG can increase company value.
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.
