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It's the added value that decides - five questions to our cooperation partner ACORBIS from Hamburg

Whether buying and selling entire companies or individual business divisions as well as succession planning or restructuring - anyone who wants to continue being successful must constantly review and redefine their business models. `Working ON instead of IN the company´ is what experts call it. An important part of strategic development is transactions and their financing. Furthermore, there are complex processes such as legal, tax and business management issues which are interlinked. This is just one reason why Thomas Langer cooperates with ACORBIS Unternehmensberatungsgesellschaft. ACORBIS’s Managing Director Stefan Schmidt explains what other opportunities the partnership offers in the following interview:  

We solve problems before they even happen

  1. Mr Schmidt, you have offices in Hamburg and Berlin and offer consultation in the areas of transactions, restructuring and corporate finance. How did you get around to working with Thomas Langer?

    We were former colleagues. Both of us had worked for BDO Deutsche Warentreuhand Aktiengesellschaft for several years. We have known each other now for more than 20 years. Thomas was also a co-founding partner of ACORBIS, specialising in tax law, while I was the expert in transactions and still am.

  2. Is it the case that you manage deals for medium-sized companies in all phases of the transaction both in the US and the UK and also in the DACH region? Where do the overlaps occur with Thomas Langer's tax consultancy?

    It's all about one thing in transactions and succession arrangements: minimising the risks and optimising the benefits. This starts with the strategic analysis of the various types of due diligence and ends with tax law issues that arise after a transaction has been completed. It’s here we can provide clients with sound advice on things ranging from A to Z - a win-win situation for all parties involved.

  3. So, the interdisciplinary approach is your greatest trump card?

    Most definitely! It's through this partnership that we can confidently expand our portfolio individually and as a whole because each of us is a specialist in his or her own field. This means that we solve problems before they even happen and we lead a transaction to success as a team - regardless of whether a client is on the buyer's or seller's side.

  4. Studies say that 40% of co-operations fail, 60% are successful. What does it take for an entrepreneurial cooperation to succeed?

    The most important thing is that you trust each other and that the co-operation is intended for the long term. You should be clear about the benefits of a strategic co-operation and, in my experience, different partners who are not in direct competition with one another complement each other perfectly.

  5. In other words: Trust and look at who you get involved with?

    That's one way of putting it. A good co-operation with a well-chosen partner is an investment for the future. It often requires perseverance, time for development. It should be non-bureaucratic and fun. All this is true of the professional cooperation with Thomas.

Further information: www.acorbis.de