Succession, Led Hands-On.

Leading business succession operationally: closing the gap between old and new, keeping the company stable and structuring the handover. With our own investment where the fit is right.

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SUCCESSION

When succession is due and the transition needs leadership, we take on responsibility. We bridge, stabilize and structure the handover.

And where the long-term perspective is right, we also invest ourselves.

Portrait von Jens C. Schneiders, Interim COO und operativer Investor

When succession needs operational leadership

Transition · Stability · Structure · Investment

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Typical situations in business succession
Succession and business handover often need more than an advisor and a contract. They need someone who actually runs the company during the transition, while the outgoing owner steps back and the successor is not yet ready to take over.

Typical triggers: an owner stepping back with no immediately available successor, a family handover that needs time, a sale process during which the company has to stay stable, or a successor who still needs operational onboarding.

What sets this apart from a classic interim mandate: where we see a long-term perspective in the company, an entrepreneurial investment becomes an option. Then our commitment does not end with the mandate.
What we take on in succession:
Operational leadership during the transition, as managing director or in a senior role.
Stabilizing day-to-day operations so customers, team and suppliers retain confidence.
Building documented structures that no longer depend on one person's knowledge.
Onboarding and mentoring the successor, both technically and in the leadership role.
Preparing the company for a sale or handover process.
Entrepreneurial investment where the long-term perspective is right.

References:

Erlebe Fernreisen · Managing Director

Taking on the managing directorship with full P&L responsibility: exactly the role that closes the gap in a succession situation.

German Transfer / World Transfer · Founder & Managing Director

Building and leading a company from founding through scaling. The perspective of an entrepreneur who knows what handover means for an owner.

Schneiders Ventures · Investments

Entrepreneurial investments with an active role in governance, strategy and operational development. Capital and hands-on involvement, not just capital.

Result · a handover that holds

The result is a company that works without the previous owner: with documented processes, an onboarded successor and stable day-to-day operations.

Verwandte Leistungen

Interim CEO →Operational Investor →Interim Managing Director →

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Close the gap. Hold the company. Secure the handover.
Jens Schneiders has been leading companies operationally for over 25 years, as a founder, managing director and interim executive. In succession situations he brings both: the leadership experience for the transition and the entrepreneurial perspective for what comes after.

Operational depth is no compromise here, it is his advantage: he knows the reality inside the company from his own experience and builds structures from it that hold even without the previous owner.

And unlike a pure mandate, leaving is not a given: where the long-term perspective is right, an entrepreneurial investment becomes an option.
Quick facts:
Over 25 years of experience as a founder, managing director and interim executive.
Able to take on the managing directorship as a formal officer of the company.
Experience in building, scaling and handing over his own companies.
Entrepreneurial investment possible where the long-term perspective is right.
Communication on equal footing with owners, families, advisory boards and banks.
Core competency:

Leading the transition:

Operational management for as long as the successor is not yet ready.

Making it owner-independent:

Documented processes and structures that no longer depend on one person's knowledge.

Onboarding the successor:

Technical and personal mentoring of the incoming generation or leadership.

Entrepreneurial investment:

Entry as a partner where the long-term perspective holds.

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Is succession due at your company and the transition needs leadership? Let's talk about your situation.