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KBM Koerner Beteiligungs- und Management GmbH
i. G.
DE EN
SMEs · Succession · Development

Long-term investments in the SME sector

The Koerner Beteiligungs- und Management GmbH (i. G.) invests in established small and medium-sized companies and supports their further development with an entrepreneurial mindset.

The focus is on sustainable holdings, stable structures and the targeted development of organisation, processes and performance. KBM sees itself as an operationally minded partner with clear responsibility for execution, transparency and economic success.

Investment Approach Make confidential contact
KBM in one sentence
Long-term oriented investment company with operational and commercial execution expertise for medium-sized businesses in succession and transition situations.
Modern architecture as imagery for structure, stability and long-term perspective
Long-term investment approach
Sound financing, clear decision logic and operational value creation instead of a short-term return mindset.
Long-term orientationNo fast-resale logic, but sustainable support and development.
Operational leadership experienceExperience from CIO, CFO, Head of IT and project leadership roles in complex organisations.
Programmes up to €70 millionProven management and execution experience, including larger project and investment volumes.
Value creation for portfolio companiesSupport in commercial steering, processes, IT, people topics and selected central functions.
Reliable counterpart

One counterpart for sellers, advisers and financing partners

KBM stands for structured, discreet and reliable discussions. Decisions are made on the basis of feasibility, economic viability and realistic development potential.

For entrepreneurs and sellers

Reliable succession solution with a focus on continuity, sound judgement and further development of the company.

For advisers

Clear communication, structured processes and reliable cooperation throughout the transaction process.

For financing partners

Structured approaches, robust planning and commercial steering competence as the basis for viable financing solutions.

Transaction profile

  • Medium-sized companies with resilient value creation
  • Succession and transition situations, especially age-related
  • Potential in leadership, organisation, processes, digitisation or commercial steering
  • Partnership-oriented acquisition and development logic with a long-term perspective
Long-term Discreet SME-focused Execution-driven

Entrepreneurial background

The investment strategy is backed by management experience in the roles of CIO, CFO, Head of IT and Senior Project Manager. This is complemented by responsibility for programmes of up to €70 million and broad experience in transformation, governance, efficiency improvement, operational stability and the leadership of larger organisations.

This combination of strategic thinking, commercial understanding and operational execution is particularly important in succession processes, where trust, financing and feasibility are closely linked.

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Value creation for portfolio companies

Direct value for portfolio companies

KBM specifically supports its portfolio companies in key entrepreneurial functions. The aim is to strengthen structures, increase transparency and enable sustainable growth without unnecessarily restricting the companies’ entrepreneurial independence.

Commercial steering

Liquidity planning, reporting and earnings transparency as the basis for sound decisions.

Organisation & processes

Clear structures, efficient workflows and robust responsibilities across the value chain.

IT & digitisation

Scalable systems and pragmatic digitisation with direct operational benefit.

People & leadership

Further development of organisation, leadership structures and management responsibility.

Supporting functions

Where useful, bundling of functions such as accounting, administration or marketing.

Execution

Prioritised measures with realistic benefits for stability, efficiency and sustainable development.

Structured approach

From first contact to further development

1

Initial contact

Confidential entry point, initial assessment and review of overall fit.

2

Analysis

Assessment of business model, earnings power, succession situation and key transaction drivers.

3

Structuring

Alignment of risks, financing, handover model and operational feasibility.

4

Execution

Orderly transition and targeted development of the company within the new ownership structure.