Innovation and Growth in the Digital Age.
Prefer streaming a movie at home. Prefer scrolling through news on social media. Prefer podcasts over radio and playlists over records. What happens on a small scale is disruptive on a large scale: Digital transformation has turned telecommunications companies into media enterprises. Publishing houses have shed their printing operations and founded digital agencies. Increasingly, media companies are merging with software companies.
What Is Driving Change? A Fundamental Shift in Media Consumption
Streaming and on-demand services are only part of the picture. Technology is advancing faster, and innovation cycles are shortening. New players are entering the market. Global content is expanding choice and raising audience expectations. Digital platforms and new advertising formats are displacing traditional offerings. AI is adding another dimension through personalised content.
Consulting in Tech & Media creates clear strategies for sustainable successMario Trapp, Partner and Head of Digital Strategy View Mario Trapp´s Profile
We take responsibility for delivering your company’s transformation.
Digital transformation requires changes to both processes and the organisation. We connect the implementation of new solutions with the planning and development of your business, with a focus on speed, efficiency, and measurable results. A new CRM system alone is not enough. Transformation also requires commitment, expertise, capital, the right network, and strong partners. enomyc brings commercial expertise and project experience across digital and financial disciplines.
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.
Digital Strategy
Der Markt für Künstliche Intelligenz (KI) boomt. Immer mehr Anbieter preisen ihre Lösungen an. Doch bei genauer Betrachtung entpuppt sich so manche vermeintlich intelligente Neuigkeit als Mogelpackung, schließlich lässt sich allein mit dem Label „Künstliche Intelligenz“ ordentlich Geld verdienen. Mittelständische Unternehmen stehen dadurch oft vor einem Dilemma: Einerseits möchten sie KI-Lösungen einführen, um beispielsweise von Effizienzsteigerungen zu profitieren, andererseits ist die Auswahl von Tools aufwändig und bleibt oft ohne Ergebnis. In ihrem Beitrag erklären die enomyc-Autoren Carla Dausend und Leonard Rampf, welche Fehler Unternehmen vermeiden sollten und was beim Einstieg ins Thema zu beachten ist.
Strategy & Corporate Performance
Forecasts are difficult, especially when they concern the future. What sounds so flippant and easy is often a great burden in everyday business life, as most decisions have to be made under great uncertainty. Nobody knows what the future holds and which decision will turn out to be the right one in the end. In their article, our enomyc authors Stefan Frings and Mario Trapp show how modern business intelligence and business analytics solutions can also help SMEs to make better-informed and therefore sounder decisions.
Strategy & Corporate Performance
It’s a horror scenario for any company: losing one your highest-revenue customers. The management wants to know how the loss will affect the operating result. The consequences for turnover, inventory, material and personnel costs also need to be identified as quickly as possible. In theory, this is the time for management control. In practice, however, this is often hopelessly overwhelmed. In his article, enomyc author Peter Kink describes how companies can quickly gain an overview with targeted mass data analysis. And why, despite everything, corporate management remains a managerial domain.
Digital Strategy
Disruptive technologies such as genAI are becoming increasingly important in the business world. This presents the upper midmarket segment with the challenge of not only understanding these technologies as a trend, but also applying them in practice in order to best increase efficiency and innovative capacity. Concerns that the barriers to entry are too high for SMEs are unfounded, says head of innovation at enomyc and author, Franz Wenzel. A certain amount of preparation and training is essential, however, a strategy for AI integration that has been worked out down to the last detail is not necessary from the get go. He is convinced that two factors are much more decisive: Understanding. And time.
Digital Strategy
Skepticism and reservations, fascination and anticipation: no matter how you feel about AI – you are certainly not alone. No wonder, says Mario Trapp. After all, AI is a pioneering technology. It gives rise to tangible changes. And it provokes. Even myths: “We’re in the SME sector here. AI is too far removed from what we do at the core," is one assumption. A false one, says Trapp. As a Partner in Restructuring & Transformation and Head of Digital Strategy, he has been observing the technological developments of AI for quite some time. His world? Big data and data analysis. His industries? Many – primarily owner-managed companies. How does he himself apply AI in business? Should companies already be hiring Chief AI Officers? And which AI developments make even him uneasy? Get to know our new partner. And how to improve your prompts.
Digital Strategy
Only a fraction of German companies use blockchain in their daily practice. Does blockchain technology create more problems than solutions? Or does the decentralized system actually hold untold opportunities? How do companies benefit from stablecoins and DeFi? And how can blockchain solutions be implemented in German SMEs? Technology expert Franz A. Wenzel, Director at enomyc, answers burning business questions.
Digital Strategy
Digitalization has become an indispensable part of our everyday life. It is becoming increasingly important for consumers and companies alike and is equally driving the demands of all to the extreme. In addition to the gigantic opportunities and market potential that digitization offers, it also presents companies with perhaps the greatest challenge since its inception. Be it with regards to services or products: innovation is required! But so are fast adaptation and intuitive operability. What do our digitalization experts observe at enomyc? What are the three biggest pitfalls that are encountered during the digitalization process? How can companies recognize them in time, and how can they avoid them?
Digital Strategy
Nine out of ten companies are victims of data theft, espionage or sabotage. Practically any company can become a victim, from a small tax consultant to a major international corporation. The extorted ransoms reach ever more dizzying heights and lead many a company into insolvency. Which actors and structures are behind the cyberattacks and, above all, how can one protect oneself? That's what we asked Andreas Persihl. He is owner of Hamburg-based CAPERIUM GmbH, which specialises internationally in crisis analysis, prevention and defence.
