FS Partners

Valtus Alliance accueille un nouveau membre en Afrique

Lena Maucher — Thu, 15 Oct 2026 07:25:59 +0000

Valtus Alliance renforce sa présence en Afrique avec un nouveau membre : Summit Recruitment & Search Africa

Valtus Alliance étend sa portée internationale en accueillant un nouveau membre à Nairobi, au Kenya : Summit Recruitment & Search Africa. Il s’agit du deuxième partenariat de l’Alliance sur le continent africain, après l’arrivée de Talent Network Global en Afrique du Sud plus tôt cette année.

Depuis son lancement en 2023, Valtus Alliance a connu une croissance rapide : d’un groupe de membres fondateurs, elle est devenue un réseau présent sur les cinq continents, dans plus de 30 pays. Cette dynamique reflète la demande internationale croissante en management de transition. Les organisations recherchent des leaders expérimentés, capables d’agir rapidement, de s’adapter à de nouveaux marchés et d’obtenir des résultats dans des environnements multiculturels.

Un partenaire kenyan doté d’une solide expertise africaine

Plaque tournante régionale du commerce, de la technologie et de l’investissement international, le Kenya relie les entreprises multinationales aux opportunités de toute l’Afrique de l’Est.

Basé à Nairobi, Summit Recruitment & Search Africa propose des services de premier plan en sourcing de talents, executive search et recrutement à un large éventail d’organisations en Afrique de l’Est, des multinationales et organisations à but non lucratif aux PME et start-up innovantes. Fort de plus de 20 ans d’expérience sur le continent, d’une équipe de 14 spécialistes et d’une expertise couvrant 21 secteurs d’activité, le cabinet allie une connaissance approfondie du marché africain des talents à une gamme internationale d’outils psychométriques. Ceux-ci permettent de vérifier rigoureusement l’adéquation des profils au poste comme à la culture d’entreprise.

« Les entreprises actives en Afrique ont besoin de leaders capables d’agir vite et de comprendre le marché dès le premier jour. En rejoignant Valtus Alliance, nous pouvons désormais allier cette rapidité et notre connaissance du terrain à la force d’un réseau véritablement mondial. C’est exactement ce que notre clientèle attendait », déclare Sue Withers, Managing Director de Summit Recruitment & Search Africa.

Ce partenariat renforce encore la plateforme internationale de Valtus Alliance. Il met la clientèle en relation avec une expertise locale fiable et des réseaux régionaux bien établis, tout en ouvrant de nouvelles perspectives de collaboration transfrontalière, d’échange de connaissances et de mobilité des cadres dirigeants. Grâce à son expérience en Afrique de l’Est, Summit Recruitment & Search Africa s’inscrit naturellement dans la stratégie de l’Alliance, qui continue de développer sa présence sur le continent.

« L’Afrique reste une priorité stratégique pour Valtus Alliance. Accueillir Summit si peu de temps après notre expansion en Afrique du Sud témoigne de l’élan qui porte nos ambitions sur le continent. Avec ses nombreux succès en Afrique de l’Est, Summit offre à notre clientèle une porte d’entrée fiable et de haut niveau vers l’une des régions les plus dynamiques et à la croissance la plus rapide d’Afrique », déclare Aymeric Bas, Managing Partner International & Chief Revenue Officer chez Valtus.

À propos de Valtus

Valtus est la référence mondiale du management de transition. Nous aidons les entreprises à relever des défis de leadership complexes et à traverser les moments clés de leur transformation.
Présent dans plus de 30 pays avec 10 filiales, Valtus propose depuis plus de 25 ans des services de management de transition de haut niveau. Le groupe continue de développer ses compétences et accompagne les organisations dans des missions de direction, à l’échelle mondiale comme locale.
En savoir plus sur valtusgroup.com.

Der Beitrag Valtus Alliance accueille un nouveau membre en Afrique erschien zuerst auf FS Partners.

Online-Event: Erfolgsfaktoren einer M&A-Transaktion

Lena Maucher — Wed, 07 Oct 2026 07:27:24 +0000

Ready. Deal. Integrate.

Die Erfolgsfaktoren einer M&A-Transaktion – von der Vorbereitung bis nach dem Closing

Ein Unternehmen zu verkaufen ist weit mehr als ein Deal. Es ist ein Weg, der mit der richtigen Vorbereitung beginnt, über einen sorgfältig strukturierten Transaktionsprozess führt und mit der oft unterschätzten Integrationsphase endet.

In diesem gemeinsamen Webinar von FS Partners und BDO beleuchten wir die entscheidenden Erfolgsfaktoren entlang des gesamten Deal-Flows – von der langfristigen Vorbereitung über den «Sprint» der eigentlichen Transaktion bis zur Integration.

👉 Jetzt kostenlos anmelden um Ihren Platz zu sichern: https://register.gotowebinar.com/register/5352684745263765344

Praxisnah und aus erster Hand: Ein moderiertes Gespräch, in dem drei unterschiedliche Perspektiven basierend auf echten Erfahrungen dargestellt werden.

Der Unternehmer – berichtet aus erster Hand von der strategischen Ausrichtung des Verkaufs über die Vorbereitung bis hin zu den persönlichen Learnings eines Unternehmers, der seinen Deal aktiv mitgestaltet hat.
Die Interim-CFO / Beraterin – zeigt, worauf es bei Readiness und in der Post-Merger-Phase ankommt und was zu tun ist, wenn mal nicht alles nach Plan läuft.
Der M&A-Berater – steuert durch den «Sprint» des Transaktionsprozesses – von der Strukturierung über die Due Diligence bis zum Closing.

Inhalte die Sie erwarten:

Wie bereite ich mein Unternehmen optimal auf einen Verkauf vor (Readiness)?
Strategische vs. Finanzinvestoren – welcher Weg passt zu wem?
Der Transaktionsprozess: Strukturierung, Due Diligence und Closing
Integration & Cultural Fit – die Phase nach dem Deal
Echte Erfahrungen, Learnings und ehrliche Einblicke

Format: Moderiertes Panelgespräch, ca. 30–45 Minuten inkl. anschliessendem Q&A

Wann: Dienstag, 17. November 2026 11.00-12.00 Uhr

Wo: Online-Webinar

Sprache: Hochdeutsch

Zur kostenlosen Registrierung: https://register.gotowebinar.com/register/5352684745263765344

Ihre Expert:innen:

Annett Wege

Inhaberin von Wege Consulting & Associate Partner bei FS Partners. Als erfahrene Interim-CFO bringt sie Struktur in komplexe Finanz- und Unternehmenssituationen – von der Aufbereitung der Zahlen und der «Readiness» vor einer Transaktion bis zur Post-Merger-Integration.

Stefan Dettwiler

Gründer der Exxo, einem IT-Dienstleister und Cloud-Provider aus dem Raum Zürich. 2023 führte er sein Unternehmen erfolgreich in die Sequotech-Gruppe – nach Prüfung verschiedener Optionen entschied er sich für eine Gruppe mit Finanzinvestor im Hintergrund.

Christian Ryf

Partner im Deal-Advisory-Team der BDO und Co-Leiter M&A Schweiz. Er begleitet Unternehmen bei Nachfolgeregelungen, Unternehmensverkäufen, Firmenzukäufen, Carve-outs, MBOs/MBIs sowie bei Finanzierungsthemen.

Tom Schlup

Partner bei FS Partners und als Fractional-CFO, Interim-Manager und Berater tätig. Im Webinar moderiert er durch das Gespräch, verbindet die Perspektiven der Speaker:innen und sorgt für den roten Faden.

Der Beitrag Online-Event: Erfolgsfaktoren einer M&A-Transaktion erschien zuerst auf FS Partners.

« Il faut être prêt à revivre sans cesse son premier jour de travail »

Lena Maucher — Mon, 05 Oct 2026 18:04:16 +0000

« Il faut être prêt à revivre sans cesse son premier jour de travail » : entretien avec Annett Wege sur le management de transition

Lorsqu’Annett accepte un mandat, elle sait rarement à quoi s’attendre exactement. En tant que CFO de transition, elle a l’habitude de rejoindre des organisations qui traversent une phase de déséquilibre. Il peut s’agir d’un poste vacant, d’une absence mal tombée au sein de la direction ou de lacunes de savoir-faire que personne ne parvient vraiment à combler. C’est précisément son métier.

« Il faut être disposé à travailler en mode projet », explique Annett. « Il faut aussi être prêt à revivre sans cesse son premier jour : nouvelle entreprise, nouvelle équipe, nouveaux systèmes. Et malgré tout, être opérationnel tout de suite. »

Pourquoi les entreprises ont besoin du management de transition

Les mandats ne naissent pas uniquement d’une croissance rapide. Le plus souvent, tout part d’un manque : une personne clé absente du jour au lendemain, une décision trop longtemps reportée, une équipe qui se retrouve sans direction. Selon Annett, la véritable cause n’est souvent ni financière ni opérationnelle. Elle relève plutôt de la gestion des ressources humaines :

« On s’intéresse souvent trop tard à ses propres collaboratrices et collaborateurs. Le choix de qui occupe quel poste répond parfois davantage à des considérations politiques qu’à des critères de compétence. Et soudain, le savoir manque là où il est déterminant. C’est pour cela qu’on a besoin de gens comme nous. »

C’est justement là qu’elle voit la valeur ajoutée des managers de transition : le regard extérieur. « Nous n’avons pas d’œillères. Nous apportons un large éventail d’expériences sur la manière dont d’autres entreprises procèdent et sur les bonnes pratiques qui fonctionnent. Et nous continuons d’apprendre à chaque nouveau mandat. » Ce regard extérieur permet d’aborder des problèmes devenus trop familiers en interne pour être encore remis en question.

Concrètement, au quotidien, cela signifie mettre en place des structures là où elles font défaut. Il s’agit par exemple d’introduire la planification et l’analyse de trésorerie, de former les équipes, de transmettre les connaissances, de développer ses propres outils ou d’optimiser des systèmes comme SAP. Le rôle de manager de transition ne se limite donc jamais à combler un vide. Il consiste toujours aussi à renforcer les capacités de l’entreprise : à la fin du mandat, celle-ci doit être mieux armée qu’au départ.

Pourquoi les entreprises et les managers de transition choisissent-ils FS Partners ?

Pour Annett, la collaboration avec FS Partners n’est pas le fruit du hasard. Elle apprécie le rôle que FS Partners assume en coulisses. Cela commence par la validation des clients avant le début du mandat, afin de vérifier au préalable leur solvabilité et leur réelle volonté de coopérer. S’y ajoutent la gestion administrative et, tout simplement, la présence d’un interlocuteur à l’écoute lorsqu’un mandat s’avère exigeant. « Il faut un bon partenaire à ses côtés. Quelqu’un qui vous traite d’égal à égal et qui comprend les enjeux du métier. »

Un grand merci à Annett pour son engagement et pour la franchise de cet échange. Nos remerciements vont également aux Executive Interim Managers de notre pool FS Partners, qui accomplissent chaque jour un travail remarquable pour nos clientes et clients.

FS Partners met à disposition des managers de transition expérimentés comme Annett. Tout au long du mandat, nous accompagnons aussi bien nos clients que les dirigeants en mission, de la validation jusqu’à la clôture.

Der Beitrag « Il faut être prêt à revivre sans cesse son premier jour de travail » erschien zuerst auf FS Partners.

DSIM-INIMA Marktstudie 2026: Was der Interim-Management-Markt Schweizer KMU jetzt zeigt

Lena Maucher — Wed, 19 Aug 2026 09:07:13 +0000

Der Dachverband Schweizer Interim Manager (DSIM) hat in Zusammenarbeit mit dem internationalen Netzwerk INIMA seine jährliche Marktstudie veröffentlicht. Wir haben die drei wichtigsten Entwicklungen zusammengefasst, die Unternehmen kennen sollten:

C-Level-Mandate dominieren – und werden zunehmend komplexer

65% aller in der Marktstudie erfassten Mandate wurden auf Senior Leadership-Ebene ausgeführt – Board, CEO, Managing Director, CFO/COO/CDO und vergleichbare Funktionen. Unternehmen setzen Interim Executives heute genau dort ein, wo Entscheidungen getroffen werden und die Wirkung am grössten ist.
Wir beobachten bei FS Partners denselben Trend: 70% aller Aufträge sind C-Level-Mandate. Um dieser Nachfrage noch besser gerecht werden zu können, haben wir uns mit der Valtus Group zusammengeschlossen und unser Angebot konsequent auf die gesamte C-Level- und Management-Ebene ausgeweitet – von der klassischen CFO-Interimslösung bis zu CEO, COO, CRO und Transformation Manager:in.
KMU und Familienunternehmen sind die Hauptzielgruppe – und stehen unter besonderem Druck

49% der erfassten Mandate wurden bei KMU und familiengeführten Unternehmen ausgeführt. Das deckt sich mit unserer eigenen Erfahrung: Auch bei uns entfielen in den letzten zwei Jahren rund etwas mehr als die Hälfte aller Mandate auf das Segment mittelständischer Unternehmen mit bis zu 250 Mitarbeitenden und ca. 1/3 auf Grossunternehmen mit mehr als 1000 Mitarbeitenden.
Schweizer KMU sind die Kundengruppe, die am häufigsten und am dringlichsten auf Interim-Lösungen angewiesen ist – und gleichzeitig am wenigsten vorbereitet auf die Situation, wenn eine Führungsposition plötzlich vakant wird.
Familienunternehmen und KMU haben selten Ressourcen, um eine CFO- oder COO-Vakanz auch nur wenige Monate zu überbrücken. In dieser Situation ist jede Woche ohne Lösung eine Woche mit Kontrollverlust.
Transformation und Restrukturierung dominieren die Einsatzfelder

Die häufigsten Einsatzfelder laut Marktstudie: Transformation, Prozessoptimierung, Projektmanagement und Restrukturierung. Genau diese drei Situationskompetenz-Felder stehen im Zentrum unserer Positionierung:

Restrukturierung & Turnaround – wenn Unternehmen stabilisiert und neu ausgerichtet werden müssen
Transformation & ERP/Prozessveränderung – wenn Veränderung gemanagt, nicht nur geplant werden muss
Wachstum & Internationalisierung – insbesondere für Scale-ups und Unternehmen in der Expansion

Bei FS Partners unterstützen wir Unternehmen sowohl bei anspruchsvollen Transformationsprojekten – insbesondere auf oberster Führungsebene.

Mit unserem Pool an erfahrenen Executive Interim Manager:innen besetzen wir Schlüsselpositionen in der Geschäftsleitung und treiben Transformation, Weiterentwicklung und nachhaltige Veränderung auf allen Ebenen der Organisation gezielt voran.

Ausblick: Unternehmen weiterhin unter Anspannung

52% der befragten Interim Manager:innen erwarten, dass aufgrund geopolitischer Unsicherheit, Druck auf Margen, beschleunigter Transformationsprozesse und der zunehmenden Komplexität auf C-Level die Nachfrage nach erfahrenen Interim Executives weiter steigt.

Das ist der Markt, in dem wir seit über 17 Jahren zu Hause sind. Und mit dem Rückhalt der Valtus Group – dem internationalen Marktführer im Executive Interim Management mit Präsenz in über 30 Ländern – sind wir heute breiter aufgestellt als je zuvor.

Sie stehen vor einer Führungsvakanz oder möchten mehr über Executive Interim Management erfahren? Profitieren Sie jetzt von der persönlichen Betreuung durch unser erfahrenes lokales Team sowie von globaler Power aus unserem Valtus-Alliance-Netzwerk mit über 60.000 hochqualifizierten Interim Manager:innen weltweit.

Quelle: DSIM – INIMA Annual Survey 2026, Dachverband Schweizer Interim Manager, durchgeführt von Thorsten Lifka / Bruno P. Baumberger.

Der Beitrag DSIM-INIMA Marktstudie 2026: Was der Interim-Management-Markt Schweizer KMU jetzt zeigt erschien zuerst auf FS Partners.

Welcome, Lena!

Lena Maucher — Thu, 13 Aug 2026 08:24:00 +0000

Welcome, Lena!

Our team keeps growing, and we’re delighted to share that Lena Maucher joined us in July as Manager Business Operations & Marketing.

Lena is « The Organizer » — structured, curious, and with a keen sense for language and people. She brings diverse stakeholders together, aligns them around shared goals, and keeps projects on track, even when challenges arise.

Among other roles, her career includes experience in international HR transformation, recruiting and process optimization at Ravensburger, as well as social media, newsletter marketing and project management at Fruitjuicer.

Outside of work, you’ll most likely find Lena windsurfing, out for a run, or exploring new countries — always on the lookout for new cultures, spectacular natural landscapes, and the next great windsurfing destination.

We’re very happy to have Lena on board and look forward to creating impact together.

Welcome to the team, Lena!

Der Beitrag Welcome, Lena! erschien zuerst auf FS Partners.

Cross-border leadership: When global challenges demand local expertise

Lena Maucher — Thu, 30 Jul 2026 20:54:00 +0000

Today’s business environment is more interconnected – and more unpredictable – than ever. Leadership challenges rarely stop at national borders.

The latest developments around US tariffs, including their impact on Swiss and European businesses, are a good example. Companies are reassessing supply chains, adapting operating models, reviewing investment decisions and responding to changing customer demand – often simultaneously across several markets.

In situations like these, organizations need more than local market expertise. They need experienced leaders who understand the regional context while being able to drive change across borders.

At FS Partners, this is where we create value. Through our trusted Valtus Alliance partner network, we cover more than 30 markets across all continents, backed by a global network of more than 60,000 top-notch interim managers. This allows us to rapidly connect clients with proven interim executives and experts who can step in where leadership is needed most.

Whether navigating geopolitical uncertainty, managing complex transformations or strengthening finance leadership across international organizations, we help businesses move forward with confidence and speed.

Because leadership challenges don’t stop at borders. Neither do we.

Der Beitrag Cross-border leadership: When global challenges demand local expertise erschien zuerst auf FS Partners.

Private Equity as Client and Owner

admin — Fri, 29 May 2026 07:40:40 +0000

Twenty‑five years ago, the European private equity industry was still in its early stages and had yet to establish a firm position in the market. Today, PE has become a central driver of business transformation, capital allocation and value creation across the continent.

Twenty‑five years ago, VALTUS and Management Factory were founded. At that time, the concept of interim management was still largely unfamiliar. Today, with fee volumes of €2.8 billion, Europe is by far the largest market for executive interim management solutions—larger than the Americas, Asia, Australia and Africa combined.

Executive interim managers and interim management providers deliberately target PE funds as clients. PE funds, in turn, actively rely on executive interim managers for their portfolio companies—and have identified interim management providers as attractive targets for their portfolios.

This article sheds light on the current dynamics, offering snapshots from several European countries and an overview of PE fund participation in interim management providers.

The next 25 years present major opportunities for both sides. There is much to suggest that PE funds and executive interim management providers will continue to work closely together.

The PE Market Is Regaining Momentum

After two years of subdued activity, the European private equity market is shifting from a period of stabilization to renewed momentum. According to Roland Berger’s European Private Equity Outlook 2026, more than 75% of surveyed industry experts expect the number of M&A transactions involving private equity investors to increase in 2026 compared with 2025.

This optimism is driven by several factors: deferred exits are now coming to market, valuation gaps between buyers and sellers are narrowing, and financing conditions are improving.

Overall European deal activity is already showing early signs of recovery. Transaction volume increased by 13% from 2024 to 2025, with Scandinavia, the UK and the DACH region leading the growth.

However, the recovery is increasingly concentrated in larger transactions. In 2025, global private equity deal value rose by 19% to USD 2.6 trillion, while the number of deals fell by 5%. The increase was therefore driven solely by larger average deal sizes.

Europe shows the same trend: while average deal value in North America rose by 29%, Europe still saw an increase of 8%. The market is becoming more selective, with fewer but significantly larger transactions.

These developments are good news for experienced executive interim managers. PE funds have clear goals; they need rapid, measurable results; they understand the importance of leadership; and under typical PE thinking (“normalized EBITDA multiple”), the payback calculation is straightforward: a slightly higher EBITDA and/or a better multiple at exit—and the investment in a top‑tier interim executive has already paid off.

Björn Henriksson, Group CEO of VALTUS, summarizes it perfectly:
“In complex situations—such as post‑merger integrations, carve‑outs, buy‑and‑build platforms or cross‑border transactions—value is often lost: between planning and execution, between synergy targets and actual P&L impact, between IT systems and reliable data, or between governance structures and day‑to‑day operational decision‑making. Permanent management teams are often overstretched. Executive interim managers clearly create value by providing immediate execution capacity, clear accountability and proven approaches from comparable situations.”

Which Sectors Will Shape the Next Era of PE?

The sector landscape in European private equity is evolving significantly. Technology, software and digital solutions led the market with around 800 transactions in 2025. This segment is also expected to deliver the highest growth rates in 2026 (Roland Berger).

At the same time, infrastructure is emerging as a major new investment field. In Germany alone, the government’s investment programs—totalling around €500 billion over the next ten years—are expected to trigger €200–250 billion in infrastructure investments. Mobility, energy grids and specialized civil engineering are likely to benefit disproportionately.

“Germany’s large‑scale infrastructure programs create enormous value creation potential at the implementation level. Portfolio companies of PE funds and family offices can scale rapidly by bringing in interim executives, professionalizing PMO structures and restoring margin discipline amid inflation and supply chain volatility. Interim CEOs, COOs and CFOs accelerate decision‑making, close governance gaps and convert public funding into predictable cash flows,” says Manoj George, Partner at VALTUS Germany.

Healthcare and pharma continued their structural growth in 2024 and 2025, recording a 41% increase in deal activity.

Emmanuel Fretti, Senior Partner at VALTUS France, observes:
“In France and across Europe, private equity growth will be particularly strong in sectors where buy‑and‑build strategies and operational transformation can create scalable value—especially in healthcare services, technology‑enabled B2B platforms and specialized industrial niches around the energy transition. These markets are fragmented and dominated by owner‑managed mid‑cap companies. Our work with PE‑backed scale‑ups and healthcare firms shows: the decisive differentiator is the ability to execute value‑creation programs quickly and rigorously with experienced leaders.”

In Italy, Pietro Butté, Partner at VALTUS Italy, also expects favourable conditions for private equity investment:
“Italy’s strength lies in traditional industries such as manufacturing and luxury goods—sectors likely to attract increasing PE interest over the next decade. In addition, renewable energy plays a crucial role, supported by Italy’s National Recovery and Resilience Plan (PNRR), backed by substantial EU funding with a strong focus on green investment.”

Business services, financial services and MedTech also remain attractive for PE investors due to their scalability and stable, recurring revenues.

What Is the Current PE Environment in Austria?

In Austria too, PE investments are returning to a growth trajectory after several challenging years. A key driver of current activity is the succession wave in family‑owned businesses. Many entrepreneurs of the “post‑war generation” are retiring, often without suitable successors within the family—opening the door to acquisitions by PE firms. Austria’s largest PE provider, Invest AG, focuses on majority investments in family‑run companies, often accompanied by experienced interim managers.

“We have supported several succession‑related transactions. Interim managers in these cases need a special talent and sensitivity for working with the culture of formerly family‑led companies,” says Gerhard Wüest, Partner at VALTUS Management Factory.

Axel Kühner, former CEO of Greiner AG and former top executive at Daimler, also sees strong potential in combining interim management and private equity in succession contexts.

PE Funds Are Investing in European Interim Management Providers

While interim managers enjoy working with PE funds, PE funds are increasingly investing in professional services firms and interim management providers. A prominent example is VALTUS, in which Société Générale Capital Partenaires and GENEO Capital Entrepreneur have been shareholders for several years. In February 2026, Polaris Equity joined as the new majority investor. Founded nearly 30 years ago by the Møller‑Mærsk family and Danish financial institutions, Polaris Equity supports the expansion of growth‑oriented companies. Polaris has known VALTUS for many years through its cooperation with VALTUS Nordic Interim and has repeatedly used their interim managers in its portfolio.

Other providers also have PE involvement:

AlixPartners has long collaborated with PE funds (Hellman & Friedman in 2006, CVC Capital Partners in 2012, and now two Canadian pension funds).
Atreus in Germany is indirectly PE‑owned: acquired by Heidrick & Struggles in 2023 (then still publicly listed in New York), it is now influenced by an investor consortium led by Advent International and Corvex Private Equity.
Even long‑established European providers such as EIM have begun partnering with PE funds: for international expansion, including the acquisition of the Magnalia Group (Management Angels and Gronova), EIM entered into a partnership with French growth equity fund idiCo in 2023.

Why Are PE Funds Investing in Interim Management Providers?

While we can only speculate about the motives behind PE involvement at AlixPartners, Heidrick & Struggles / Atreus and EIM, we know the rationale behind Polaris Equity’s investment first‑hand:
The executive interim management market at the intersection of consulting and executive search has been growing for years and is still not consolidated.
VALTUS has a strong track record of acquiring providers in other countries (UK, Sweden, Denmark, Finland, Austria, Germany, Italy, Switzerland).
With the VALTUS Alliance and partner firms in over 30 countries across four continents, further expansion paths are already mapped out.
Demand from international corporations and large PE funds for experienced interim executives is rising steadily; providers with cross‑border capabilities have a competitive edge.
More top executives are choosing interim careers—meaning both demand and supply are increasing, quantitatively and qualitatively.
AI will become a game‑changer in the provider market, and new operating models will emerge.
Restructuring is considered the “supreme discipline” of interim management, and VALTUS holds a strong position with its network of restructuring experts.
VALTUS is recognized internationally as a premium brand—an important trust factor amid the rapidly growing and increasingly opaque interim manager market.
VALTUS is already an international company with an international management team: headquarters in Paris, a Swedish CEO (Björn Henriksson) and the restructuring hub in Vienna—an excellent basis for further expansion.
Polaris is convinced of the value of interim management and has used interim executives in its own portfolio companies for many years.
The coming years will show whether international interim management networks such as IXPA, IMW, WIL and AltoPartners will also seek PE support to invest in further growth, AI and quality enhancement.

The Next Chapter for Private Equity and Interim Management in Europe

The next 25 years in private equity and executive interim management will not be defined merely by the volume of deployed capital or the number of available interim managers but by the intelligence and precision with which capital and leadership expertise are applied.

PE funds and interim providers that manage to combine technological capability, operational excellence and sustainable growth within their portfolio companies will shape the next generation of European—and ideally global—market leaders.

Björn Henriksson puts it this way:
“In large, complex transactions, strategy creates potential. Interim managers turn that potential into reality.”

Private equity and executive interim management depend on one another—and together they form a powerful combination for building European and global champions.

Source

This article originally appeared on Management Factory. You can find the full article here.

Der Beitrag Private Equity as Client and Owner erschien zuerst auf FS Partners.

Restrukturierung – Zum richtigen Zeitpunkt. Mit Vertrauen. Mit Wirkung.

admin — Tue, 19 May 2026 07:31:42 +0000

Insolvencies at an all-time high, weak growth expectations, and increasing pressure to adapt.

The signals are converging worldwide: rising insolvencies, subdued investment appetite, and an increasingly fragile economic environment. In 2025,corporate insolvencies have reached their highest level in 20 years.

For many companies, restructuring is no longer an exceptional situation, but a real management discipline. The decisive factor is not whether restructuring takes place, but when and how. Those who act early retain room to manoeuvre. Those who wait lose options.

“Waiting is the most expensive mistake.”

Often, a short sparring call is all it takes to gain clarity on options, pace, and next steps.

No turnaround in sight for 2026

Even specialists who support banks in corporate turnarounds expect many more companies to run into trouble as a result of the economic crisis in Germany.According to a study by strategy consultancy EY-Parthenon, they anticipate that so-called “restructuringcases” will only reach their peak in 2026.

Global turnaround expertise – locally effective

Restructuring now begins much earlier than previously assumed – often long before a crisis becomes visible on the balance sheet. When leadership teams start reacting instead of leading, key people leave, or operational pressure noticeably increases, options are still available. It is precisely in this window that turnaround delivers its greatest impact.

This development can be observed worldwide. International studies and real-world case examples confirm that turnaround is no longer a last-ditch response to a liquidity crisis, but a leadership approach to regain control while room to manoeuvre still exists. What is needed are not pure diagnosticians, but hands-on leaders who combine operational and financial expertise, take responsibility, and drive change.

As part of the Valtus Alliance, FS Partners has access to one of the strongest international networks for interim executive management and turnaround. Whether in Europe, North America, or Asia, the Alliance provides experienced CROs, CFOs, COOs, and CEOs who lead restructurings early, decisively, and with cultural alignment.

What remains decisive at the local level is execution. This is exactly where FS Partners combines deep Swiss restructuring expertise with the international reach of the Valtus Alliance – for situations in which leadership must not only advise, but act with real impact.

Why consensus often achieves more than the courts in Switzerland

Expert perspective from practice: An article by Roland Kleeb, Partner at FS Partners – a Valtus Company

Switzerland takes its own approach to restructuring: consensus takesprecedence over formal proceedings, creditor autonomy over court control.This high degree of flexibility opens up room for action at an early stage – but it also requires strong negotiation skills, sound governance, and clearleadership.

Practical experience shows that restructurings rarely fail due to a lack of legal instruments, but rather because of hesitation. Those who wait too long or focus prematurely on short-term financing solutions lose options and credibility with key stakeholders.

This is precisely why external, neutral leadership is becoming increasingly important in restructuring situations – provided it is clearly mandated and firmly anchored at the executive level. Interim Executive Management is effective where speed, objectivity, and execution power are required.

What remains decisive at the local level is execution. This is exactly where FS Partners combines deep Swiss restructuring expertise with the international strength of the Valtus Alliance – for situations in which leadership must not only advise, but act with real impact.

Read the full article now and discover which strategic options are available to your company.

“Internal leadership may be competent, but is often constrained by legacy issues, internal politics, or a lack of distance. ”

Why external, neutral leadership often makes the difference

Globally, the expectations placed on leaders are the same everywhere: speed, clarity, and decisiveness under pressure. At the same time, experience shows that internal leadership often struggles with legacy issues, internal politics, or a lack of distance. Interim Executive Management creates the necessary space for effective decision-making:

without personal history
with a clear mandate
focused on execution rather than alignment
credible with external stakeholders

Not as a replacement for management, but as a temporary execution layer that brings speed, structure, and accountability.

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Der Beitrag Restrukturierung – Zum richtigen Zeitpunkt. Mit Vertrauen. Mit Wirkung. erschien zuerst auf FS Partners.

Valtus expands into Africa with new partner

admin — Tue, 21 Apr 2026 06:51:52 +0000

VALTUS ALLIANCE EXPANDS TO ALL FIVE CONTINENTS WITH A NEW PARTNER IN SOUTH AFRICA

Valtus Alliance is expanding its global footprint with the addition of a new partner in Cape Town, South Africa: Talent Network Global. With this new partnership, the Alliance is now present on all five continents and across 29 countries, marking a significant milestone in its international development.

Africa: a fast-growing strategic market

Africa’s economy continues to gain momentum. The continent’s GDP is expected to reach $2.8 trillion in 2025, and investment in the region is rising sharply. Foreign direct investment reached a record $97 billion in 2024 — a 75% increase — even as global investment flows declined.

This growth is being driven by sectors such as renewable energy, technology, business services, financial services, infrastructure and consumer goods — industries where strong leadership is critical. As multinational companies expand across African markets, they increasingly need experienced executives who can open new markets, lead transformation projects, integrate acquisitions and build local teams.

In this context, Executive Interim Management allows companies to quickly bring in senior leadership to support key phases of growth and transformation.

South Africa plays a central role in this landscape. As one of the continent’s most diversified and internationally connected economies, it often serves as a gateway for organisations establishing or expanding their presence across Africa.

Beyond its role as a continental hub, South Africa also represents a strategic corridor for key global economies with a long-standing tradition of engagement in the region — including China, the USA, the UK, Germany, the Netherlands, Japan and India. Significantly, these countries are all represented within Valtus Alliance, enabling seamless cross-border collaboration and reinforcing the Alliance’s ability to support internationally connected organisations operating across these markets.

A partner built for the African market

Talent Network Global, in association with Nolands Advisory, is a boutique Executive Search and Interim Management firm headquartered in Cape Town. With more than 90 years of combined experience, the firm brings deep expertise, specialised skills and a strong international network to deliver tailored talent solutions.

From executive search and interim management to talent mapping for succession planning and specialised recruitment, Talent Network Global offers a comprehensive suite of leadership services.

«Joining Valtus Alliance is a tremendous opportunity for Talent Network Global. Africa is a continent of immense potential, and our clients — both local organisations and international companies expanding into the region — increasingly require access to world-class leadership solutions. Partnering with Valtus allows us to bring that global standard directly to the African market while maintaining our boutique, high-touch approach, » said Trevor Gildenhuys, Business Development Director at Talent Network Global.»

This partnership reflects Valtus Alliance’s commitment to building a network that truly supports businesses wherever they operate, by working with partners who combine strong local knowledge with trusted relationships. Talent Network Global’s experience across South Africa and the wider continent makes it an ideal partner to open this new chapter together.

«Joining forces with Talent Network Global is a defining step for Valtus Alliance, » said Aymeric Bas, Managing Partner International & Chief Revenue Officer at Valtus. « Not only does it complete our presence across all five continents, but it also strengthens our ability to support clients operating in Africa. South Africa is a sophisticated market and a natural gateway to the continent, and Talent Network Global brings deep expertise and valuable local insight.»

Der Beitrag Valtus expands into Africa with new partner erschien zuerst auf FS Partners.

Restructuration dans un contexte global

admin — Wed, 04 Mar 2026 17:31:31 +0000

Pression croissante sur les coûts, marchés volatils, incertitudes géopolitiques : les entreprises sont aujourd’hui confrontées à la nécessité d’agir plus rapidement que jamais. Dans les situations critiques, ce ne sont pas de longues analyses qui sont nécessaires, mais des dirigeant·e·s expérimenté·e·s capables d’assumer des responsabilités et de produire des résultats.

C’est précisément là qu’intervient l’Executive Interim Management.

Un leadership temporaire – avec effet immédiat

Qu’il s’agisse d’une crise de liquidité, d’un déséquilibre opérationnel ou d’un réalignement stratégique : lorsque la rapidité est décisive, les processus de recrutement classiques ne sont pas une option.

Les dirigeants intérimaires sont disponibles à court terme, assument la responsabilité opérationnelle globale et stabilisent les entreprises dans des phases exigeantes. Ils agissent de manière indépendante, avec autorité et avec un objectif clair : la performance.

La restructuration signifie mise en œuvre

Un retournement réussi ne se conçoit pas uniquement sur le plan théorique, mais dans une mise en œuvre rigoureuse.

Des expert·e·s en restructuration expérimenté·e·s analysent la situation de départ, instaurent une transparence sur la liquidité et la rentabilité et définissent des mesures réalistes. Parallèlement, ils pilotent des programmes opérationnels, accompagnent les équipes dans les processus de transformation et assurent la communication avec les banques, les investisseur·euse·s et les actionnaires.

L’objectif : stabiliser l’entreprise, préserver la valeur et restaurer sa capacité à se projeter dans l’avenir.

Une expertise internationale, ancrée localement

Le groupe VALTUS est actif sur quatre continents et associe expertise globale et capacité d’exécution locale.

Cette combinaison est particulièrement déterminante dans les structures de groupes internationaux, les participations de private equity ou les restructurations transfrontalières. Les orientations stratégiques sont rapidement traduites en actions opérationnelles concrètes – sur place et avec une responsabilité claire quant aux résultats.

Mandats typiques en Executive Interim Management

Mandats de turnaround et de redressement
Remplacements temporaires de CFO ou de CEO
Programmes d’optimisation de la performance
Intégration post-fusion (post-merger integration)
Transformation des structures de finance et de contrôle de gestion

L’interim management ne remplace pas la direction existante. Il la renforce de manière ciblée là où l’expérience, la rapidité et la capacité d’exécution sont essentielles.

Conclusion

Dans les phases critiques d’une entreprise, le succès dépend non seulement de la stratégie, mais aussi de la capacité à agir rapidement. L’Executive Interim Management offre un accès à une expertise de direction éprouvée – de manière temporaire, ciblée et avec un impact clair.

Pour les conseils d’administration, les investisseur·euse·s et les directions générales, il s’agit donc d’un instrument stratégique pour stabiliser l’entreprise, créer de la valeur et accompagner des transformations durables.

Ce texte s’appuie sur un publireportage paru dans Handelsblatt sur le thème de l’interim management. L’article original complet est disponible ici.

Der Beitrag Restructuration dans un contexte global erschien zuerst auf FS Partners.