Entrepreneurial
All partners are or have been managing directors. We decide like owners: with our own capital, short decision paths and a long-term view of the business.
Carve-outs and special situations
Non-core business, loss-making subsidiary or a plant under pressure: we acquire corporate units in difficult situations too. We invest our own capital, take on responsibility in management or on the advisory board ourselves, and decide like owners. The unit stays independent and finds a long-term home.
Submit a deal Our investment criteriaWe take on responsibility, so only majority or 100%.
If the business is not viable without the group, we say no early and explain why.
We buy to continue the business, not to sell off its parts.
Good business, wrong home: the brand or product line no longer fits the strategy and gets neither budget nor attention within the group.
A plant is to leave the group, with its people, machines and customers. We take it over as a whole.
The group won’t keep funding it, but can’t close it either: closure would be too costly – financially, socially and for the group’s reputation.
The competition authority requires an independent buyer, usually under time pressure. We are independent and decide quickly.
Earnings or financing are under pressure, but the operating business works. We bring stability, leadership and capital.
The owner of a mid-sized company is looking for a successor to continue it for the long term. We consider this if the company fits our profile or one of our holdings.
We buy to hold.
Traditional private equity funds have a fixed lifetime and usually sell their holdings again after a few years. We are not a fund: we invest our own capital, closing does not depend on bank approval, and every company we acquire finds a long-term home, whether a carve-out or a succession.
All partners are or have been managing directors. We decide like owners: with our own capital, short decision paths and a long-term view of the business.
We run the acquired unit ourselves. A partner takes responsibility in management or on the advisory board. Experience from Florentin, Kaja Food, Xucker, PNZ and UCN, including carve-outs both as buyer and as the separated unit.
We solve a problem for the seller, including for loss-making units. Fast: feedback on a teaser within a few days, NDA within 48 hours. Discreet: a confidential process with no public communication.
The unit continues as a company together with its workforce. This protects employees, customers and the seller’s reputation.
Commitments hold. No renegotiation without new findings.
Clear communication with employees and works council from day one.
Confidentiality towards seller, advisor and market at every stage.
Managing Partner
Florentin BVManaging Director; carve-out from PepsiCo, set-up as a standalone company, sale
Kaja FoodManaging Director; contract manufacturer for sports nutrition, built up and sold
Deal UnitedManaging Director; payment methods for online shops
Doctorate (Dr. rer. pol.), University of Kiel
Operating Partner
UCN Industriebeteiligungen AGCo-founder and CFO; acquisitions and carve-outs
PNZ-Produkte GmbHCo-founder and Managing Director; manufacturer of natural paints and wood care with its own chemistry lab
PN-tech GmbHFounder and Managing Director; e-commerce and IT solutions for the coatings industry
Doctorate (Dr. phil.), Technical University of Munich; degree in economics (Diplom-Ökonom), University of Augsburg
Operating Partner
Xucker GmbHManaging Director and shareholder; growth from €5 to €15 million in revenue and from 15 to 55 employees
DICTUM GmbHCFO; responsible for finance, procurement, HR and IT
ALBA Group, Baumer Group, DeloitteHead of IT and IT consultant; SAP logistics and systems integration
Degree in computer science (Diplom-Informatiker FH), Beuth University of Applied Sciences Berlin
Reasoned go or no-go within a few days
Signed within 48 hours
Usually a few days after receiving the documents
Focused on separation and continuation; no renegotiation without new findings
Timetable set by seller and advisor
In a carve-out, a corporate group separates part of its business. crosstab group acquires such units: business units, subsidiaries, brands and individual plants or sites with €5 to 25 million in revenue.
No. Many carve-out investors only start at €10 to 50 million in revenue. We deliberately buy from €5 million in revenue, including business units, brands or plants that large funds are not interested in. Our focus is up to €25 million in revenue.
Use the “Submit a deal” form on this page or email deals [at] crosstab.de. For an initial assessment, an anonymised teaser or a short profile is enough: sector, revenue and earnings, employees and sites, dependencies on the group, and the preferred structure and timetable. You will receive a reasoned go or no-go within a few days.
Yes. We buy regardless of current profitability. What matters is that the business can stand on its own after separation from the group. Typical cases are subsidiaries the group no longer wants to fund, but which cannot be closed because of social plan obligations, cost or reputation.
Three things: minority stakes, because we take on responsibility and therefore only acquire a majority or 100%. Units without a future of their own: if the business is not viable without the group, we say no early and explain why. And break-ups or asset stripping: we buy to continue the business, not to sell off its parts.
We have three focus areas: consumer goods and brands (food, cosmetics, fashion); chemicals, pharma and process industries; and retail, e-commerce and software. Geographically, we acquire in Germany, Austria and Switzerland, the Benelux countries, Poland, and Denmark, Sweden, Norway and Finland.
Both. We acquire a majority or 100% of the shares (share deal) or the assets of the business (asset deal). In an asset deal, employment contracts transfer to the buyer under § 613a of the German Civil Code (BGB).
We respond to a teaser within a few days with a reasoned go or no-go. We sign an NDA within 48 hours, and an indicative offer usually follows a few days after we receive the documents. The timetable for signing and closing is set by the seller and advisor.
Equity-based: with funds from the partners and an established group of investors who participate deal by deal. We use debt only as a supplement, so closing does not depend on bank approval.
The unit continues as an independent company; we keep it running rather than break it up. We communicate openly with employees and the works council from day one. A partner takes responsibility in management or on the advisory board.
Yes, as a secondary focus. Our focus is carve-outs and special situations. We consider companies in succession situations if size, sector and region fit or if they meaningfully complement one of our holdings. Here too: we buy to hold.
For the long term, and that applies to every acquisition, whether a carve-out or a succession. We buy to hold and do not plan a resale after a few years. The company stays independent and finds a long-term home.
Above all, the time horizon. Traditional private equity funds have a fixed lifetime and usually sell their holdings again after a few years. We are not a fund: the partners invest their own capital, complemented by an established group of investors, and we buy to hold. We also run the companies ourselves: a partner takes responsibility in management or on the advisory board.
Yes. If a business or site has to be divested to an independent buyer in merger control proceedings, we are available as an independent, entrepreneurially managed acquirer.
Three partners with experience as managing directors and shareholders: Dr. Jarg Temme (Managing Partner), Dr. Marcel Pietsch and Andreas Kumm. Their experience includes Florentin, Kaja Food, Xucker, PNZ and UCN, including carve-outs both as buyer and as the separated unit. The company is based in Munich.