PROF. DR. PETER MAY

+49 228 3 67 80-11

DR. KARIN EBEL

+49 2236 38 38 38-0

WE GLADLY CALL YOU BACK


Please write to us:

PROF. DR. PETER MAY

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DR. KARIN EBEL

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“What sets good family businesses apart from less good ones is not the absence of problems, but the better approach to dealing with them.”

OUR AMBITIONS

Owning a family business is not just a privilege. It carries obligations, too. You do not inherit just a business. You also inherit the entrepreneurial responsibility that goes along with it.

And this responsibility has not diminished in the past few years. Our world has undergone tremendous change in recent years. And it will continue to do so. Probably in ways that are even faster and more serious. With far-reaching consequences for everyone – including our family businesses.

We help you fulfill your entrepreneurial responsibility. We work with you develop sustainable solutions for the present and the future. And assist you with their implementation.

As moderators and mediators, as experts with experience and fields of specialization, and as friendly companions.

We work on the basis of a superior methodology. The MAY METHOD combines useful analytical tools and strategy concepts to create a unique, thoroughly tried-and-tested concept.

 

SUCCESSION SUPPORT

The supreme discipline for a family business is the successful transfer of entrepreneurial assets. Because there can be no successful family business without effective succession.

Diverse and complex questions need a solution:

• How do we secure the successful continuation of our company and/or assets in
    the next generation?
• Who gets the shares?
• Who is allowed to manage the business (assets)?
• What role should the family play in the company (assets)?
• What are the roles of the individual family members?
• How do we keep peace in the family?
• When should the necessary steps be taken?
• And what is the best way to prepare ourselves for all of this?

Based on the concept for succession strategy we have developed, we work with you to come up with the succession solution that suits you and help you carry it out.

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OWNER STRATEGIES, FAMILY CONSTITUTION AND GOVERNANCE

The key to long-term success in the family business is to take a professional and responsible approach where the decisive role of the business owner is concerned.

Successful business families have clear ideas about their shared mission, their goals and values, their entrepreneurial orientation and the right approach to family and business governance.

Peter May is regarded as the dean of good governance in family businesses – he is the “inventor” of the family constitution and the owner strategy as well as the founder of the Governance Code for Family Businesses. All of the partners at PETER MAY Family Business Consulting are dedicated to this tradition and this content.

You, too, are invited to dedicate yourself to good governance in family business, and to join us in developing your individual owner strategy, your family constitution or your personal governance concept.

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PERSONAL ENTREPRENEURIAL STRATEGY

Everyone wants to succeed and be happy. For family business owners – no matter whether as managing directors, as advisory board members or as shareholders – this means harmonizing their personal goals and opportunities with those of their family, their business and their assets in the best way possible, and combining all of this to create a coherent overall picture.

More than 20 years ago, Peter May developed a concept that was as simple as it was effective at increasing your personal entrepreneurial success – his INTES Principle became the foundation of the INTES Family Business Academy and gave many business owners valuable advice for use in their work.

Join us in developing your personal strategy for entrepreneurial success and personal satisfaction.

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CONSULTING ON IMPORTANT SPECIFIC ISSUES

Comprehensive strategies are not always needed. Often enough, there are also important individual questions that must be decided at the owner level, e.g.:

  • Do we want to sell our company, diversify into new business segments or establish a family office?
    Do we want to take on a new partner? If so, at what level, and what characteristics should he/she have?
  • What tools do we use for financing?
  • Is the existing business and governance structure optimal? How can it be improved?
  • How do we establish and optimize an advisory board?
  • In what role do we benefit the business the most – in management, or as an active member of an advisory or supervisory board?
  • What qualifications and what tools does a partner, advisory board member and/or a managing director in a family business need to have?
  • What kinds of things need to be taken into account when dealing with non-family management, and how do we improve collaboration between the family and its non-family CEO?
  • How do we respond if individual shareholders want to withdraw from the company?
  • What responsibilities does a non-family manager have?
  • How do we resolve conflicts that arise?
  • How do you resolve the conflict of interest between distribution and an interest in reinvestment?
  • How do we resolve the sensitive issue of prenuptial agreements and waiver of legal hereditary shares?

We devote our many years of experience and expertise to helping you develop the right response to your individual issue and during its implementation.

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If you'd like to learn more about us ...

Prof. Dr. Peter May
Dr. Karin Ebel
Dr. Arno Lehmann-Tolkmitt
Dr. Matthias Händle
Karin May
Prof. Dr. Sabine Rau

 

ACTIVE SUPPORT FOR BUSINESS OWNERS

Our work is about more than working together to develop good concepts and solutions. True to the motto, “The best way to be good is do good,” we are happy to assist you with our knowledge and our experience over the long term. Specifically

  • as a coach and friendly-professional companion
  • as a representative of interests in transaction processes
  • as an advisory board member or advisory board chair
  • as executor of a will
  • as an initiator and as a coordinator in complex legal-tax arrangements


This email address is being protected from spambots. You need JavaScript enabled to view it.

If you'd like to learn more about us ...

Prof. Dr. Peter May
Dr. Karin Ebel
Dr. Arno Lehmann-Tolkmitt
Dr. Matthias Händle
Karin May
Prof. Dr. Sabine Rau

 

 

SEATS ON ADVISORY AND SUPERVISORY BOARDS

Due to their high level of expertise in family and business matters and their many years of experience in and with family businesses, our partners are also happy to take on mandates in advisory boards and supervisory boards – from simple advisory board membership to an active role as advisory board chair. Provided, of course, the mandate is “challenging” and the chemistry is right.

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If you'd like to learn more about us ...

Prof. Dr. Peter May
Dr. Karin Ebel
Dr. Arno Lehmann-Tolkmitt
Dr. Matthias Händle
Karin May
Prof. Dr. Sabine Rau

IN-HOUSE TRAINING

Qualifying the business family in their different roles as shareholders, advisory board members or managing directors, and introducing the next generation to their entrepreneurial responsibility, are a part of our calling and our work. We work with you to develop tailor-made in-house programs for your business family. And we carry through with them – with passion and expertise. In areas in which we are not the best, we turn to the INTES Family Business Academy network for assistance. This is how we ensure the best possible quality every time.

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