We bring companies to the point where they can be handed over or sold, and keep running without you.
Succession and transition is often a critical step for all owner-driven SMEs. We bring companies to the point where they can be handed over or sold, and keep running without you. Step one, no obligation: a 30-minute call with Reinhard Voelkel to understand where you stand and see how we can help.
Sources: Swiss Confederation (kmu.admin.ch) / Dun & Bradstreet 2024 · University of St. Gallen · Raiffeisen
If everything depends on you, a buyer isn't acquiring a company: they're taking on your job. That's not worth your asking price, or their risk.
Legal, tax, family, team: the questions all hit at once, every advisor pulls in a different direction, and you end up the bottleneck in your own succession.
Making a company transferable takes years: 6.6 on average for a family handover. Starting early doesn't mean selling early: it means never being forced to sell under pressure.
Do you know what you want: sell, hand over, or both? Until that's settled, nothing starts.
Can someone take over: family, management, or a buyer? And do they have the means and the will?
Does the company decide without you? An autonomous management team is the first asset a buyer looks at.
What exists only in your head can't be sold; what's documented can.
Articles, shareholder agreements, key contracts: is everything clean and current? Legal ambiguity lowers every offer.
Do your numbers tell a clear, verifiable story? Due diligence without surprises accelerates everything.
Does the model hold for another five years? A buyer pays for the future, not the past.
Will key people stay after you leave? If they go, the company's value goes with them.
Do your systems run without workarounds? A buyer audits the IT before signing.
Tax, financing, timeline: is the transfer itself prepared? The last mile is often what blocks.
He spent thirty years building his company. It ran, but only while he was in it. When he tried to sell, there were no buyers: the moment he stepped away, there would be nothing left to buy. Eighteen months of restructuring later, the company ran without him. That's when it became sellable.
Employing a child seen as a possible successor without a real job or clear evaluation tests nothing. What makes the trial period actually count.
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A son-in-law or daughter-in-law taking over a family SME is not just another outside hire. Three myths that complicate this specific case.
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A tax ruling before a sale is not right for every file. The criteria that separate cases where it matters from those where it is wasted effort.
Read articleA structured 60-minute conversation that maps your company across ten succession-readiness dimensions. You leave with a scored ten-dimension map of where you stand, the one bottleneck holding everything back, and a prioritised 90-day plan. No hundred-page report.
TEOS, the Transition Execution Operating System, is the TransActum360 method. It maps a company across ten readiness dimensions, integrates every stakeholder, and turns fragmented succession advice into one sequenced, executable roadmap with one neutral owner of the transition.
Yes. The first 30-minute call is free and with no obligation: we understand your situation and answer your questions. If a deeper diagnosis makes sense, we propose it afterwards, transparently.
No. It's a conversation, with no obligation. What happens next is entirely up to you: a deeper diagnosis, moving forward with your current advisors, or on your own.
If you're asking the question, it's the right moment. Transferability is built years before the transaction, and a company that runs without its owner is worth more even if you never sell.