Your employees
Your employees bring experience, knowledge and established relationships. I want to build on these strengths. We will discuss early on how to involve the team in the handover.
ANCHORA / FOR BUSINESS OWNERS
Guided by integrity. Entrusted with a legacy.
Your life's work.
A steady anchor.
A new future.
I am Richard Porstmann. Through Anchora, I am looking for an owner-managed business to acquire and lead personally. I would like to meet you and understand what matters to you for the future of your company.
Discuss your succession ↗Meet your potential successor ↓PRESERVE. CARRY FORWARD. DEVELOP.01 — THE PERSPECTIVE
THE PERSON BEHIND ANCHORA
Richard Porstmann
Diplom-Kaufmann (business degree), TU Berlin · Global Executive MBA, IESE Business School01 / YOUR PERSONAL SUCCESSOR
Experience in leadership.
Ready to take
responsibility forward.
Through Anchora, I would like to acquire a business, lead it personally and develop it alongside the existing team over the coming years.
I know entrepreneurial responsibility first-hand. As Managing Director of HDS Hydraulik Brasil, I established and led a manufacturing and sales operation in Brazil, with responsibility for employees, production, customers and financial performance.
My career also took me to Bombardier in spare parts procurement and to procurement leadership roles at ENGEL, WEG and Bühler. Since 2019, I have supported manufacturing businesses as an interim manager, developing their operations, supply chains and procurement functions. I combine strategic decisions with practical implementation in day-to-day business.
ENTREPRENEURIAL EXPERIENCE
Establishing and leading a manufacturing operation with full responsibility for financial performance. The new production site was established within nine months.
INTERNATIONAL LEADERSHIP
Experience in Europe, Latin America and Asia. German, English, Portuguese and Spanish.
Understand what makes your business strong.
Take responsibility for its future.
As an interim manager, I have repeatedly had to get to grips with unfamiliar businesses quickly: understanding their operations, listening to employees and recognising their knowledge and abilities. This has taught me to work with the people on the ground to identify what works and where there is room to develop.
I want to understand what has made your business successful and what matters to you for its future. On that basis, I would like to work with the existing team to preserve what works and explore opportunities for further development.
Respect for what you’ve built. Care for the people behind it. Determination to carry it forward.
Lead personally. Draw on experience.
Following the acquisition, I intend to take on the day-to-day management personally and develop the business alongside the existing team over the coming years. An advisory board is planned to contribute experience and additional perspectives. Its membership and responsibilities will be defined as part of the acquisition.
I will hold operational responsibility. Major decisions will be made in accordance with the approval requirements agreed in the contracts.
02 / WHAT MATTERS TO YOU
UNDERSTAND BEFORE MAKING CHANGES.What should remain?
What could grow further?
You are thinking about your employees, your customers and the name you have built.
I want to build on what makes your business strong: its team, customer relationships and identity. Changes should support its long-term development and be made with care and sound judgement.
Name and location
Your company's name, culture and location shape its identity. I want to respect that identity. We will discuss your expectations early and take them into account when planning the acquisition.
Planning the handover together
We will develop the handover plan together, agreeing the steps, responsibilities and timing with each other.
03 / COULD YOUR BUSINESS BE A FIT?
A first look.
An initial guide.
Anchora focuses on established businesses with a sound business model and sustainable earnings.
If you are unsure whether your business is a fit, please get in touch. A general description is enough for an initial conversation; no confidential documents are needed.
The search is for businesses supplying products or services to industrial customers. This includes industrial B2B companies, industrial service providers and specialist logistics businesses.
I am seeking a majority or full acquisition and intend to take on the day-to-day management myself. If you would like to retain a minority stake, we can explore that option together. Any continuing shareholding and the arrangements for the handover will be agreed separately.
Through our discussions, I want to understand how your business generates its earnings and what drives its financial performance.
Could my business be a fit? ↗- REGION
- Germany, Austria and Switzerland
- The focus is on Germany. Businesses in Austria and Switzerland are also considered for succession.
- SECTORS
- Industrial B2B businesses
- Industrial services and specialist logistics. In-house manufacturing is not a requirement.
- ANNUAL REVENUE · INDICATIVE
- €20–50 million
- The size ranges provide an initial guide. What matters is whether your business and your succession goals fit the initiative.
- OPERATING EARNINGS · NORMALISED EBITDA
- €2–5 million
- This means earnings before interest, taxes, depreciation and amortisation, adjusted for one-off or non-operating items. We will discuss these adjustments together.
- SUCCESSION SITUATION
- Owner-managed · Handover planned
- The size ranges are a guide. If your business does not meet every criterion, please get in touch. We can consider together whether a succession could still be a fit.
04 / THE PROCESS TOGETHER
STEP BY STEP. AS EQUALS.A plan we build together.
A dependable handover.
Established customer relationships and your personal knowledge are important strengths of the business. Together with you and the team, I want to shape a handover that builds on them.
We will develop the handover plan together, agreeing the steps, responsibilities and timing to suit you and your business.
You have my word. Richard Porstmann
Get acquainted
In an initial conversation without obligation, we will discuss your goals, expectations and whether there is a potential fit. A general overview is enough.
Understand
Confidential business information will only be shared under a non-disclosure agreement. We will agree on the scope of the information and the people involved together.
Agree
We will discuss price expectations, financing and the handover. Key points will be recorded in writing.
Review
Due diligence will examine the underlying facts. We will agree in advance on who is involved, access to information and the timetable.
Hand over
Complete the contracts, inform employees and customers only as jointly agreed, and begin the agreed transition period.
QUESTIONS BEFORE THE DECISION
What you may want
to know first.
Is Anchora a buyer or a broker?
Anchora is my business succession initiative. The aim is to acquire a company whose day-to-day management I intend to take on personally. Anchora acts as an acquisition initiative and does not broker businesses to third parties. The specific acquisition and ownership structure will be explained during our discussions.
Who will lead the business and make decisions?
Following the acquisition, I intend to take on the day-to-day management personally. An advisory board is planned to contribute experience and additional perspectives. Its membership and responsibilities will be defined as part of the acquisition. Major decisions will follow the approval requirements agreed in the contracts.
Will employees, the company name and location be retained?
I want to build on what makes your business strong: its team, customer relationships and identity. Changes should support long-term development and be made with care and sound judgement. We will discuss your expectations regarding employees, the company name and location early on, and record the agreed framework.
Can I support the handover?
We will develop the handover plan together, agreeing the steps, responsibilities and timing. I would like to build on your knowledge and experience throughout this process.
When will we discuss the purchase price?
We will discuss price expectations after getting acquainted and making an initial assessment of the business. An indicative offer and the final terms will depend on the available information and due diligence.
How will the acquisition be financed?
The acquisition is intended to be financed through investor equity and, where appropriate, additional debt. The financing will be structured around your business and must be firmly secured before completion. Search funding and acquisition financing are separate. The financing structure and evidence of funding will be explained transparently during the acquisition process.
What future do you envisage for my business?
I would like to acquire your business, lead it personally and develop it with the team over the coming years. What you have built should form the foundation for its next chapter.
A sale at a later stage is possible. Whether and when it takes place will depend on the development of the business and the decisions of those involved. There is no binding date for a sale.
We will develop the handover plan together, agreeing the steps, responsibilities and timing with each other.
Who will know about our discussions?
Confidential business information will only be shared under a non-disclosure agreement. We will agree on the scope of information and the people involved. Employees and customers will only be informed as jointly agreed. No confidential documents are needed for an initial conversation.
05 / A FIRST STEP
Every next chapter
begins with a
good conversation.
I look forward to hearing your story, your expectations and your questions about succession. A general description of the business is enough for an initial conversation; no confidential documents are needed.
Your contact: Richard Porstmanninfo@anchora.net +49 1577 8632 077
Arrange an introductory conversation Schedule via Microsoft Bookings · opens in a new tab