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Welcome to Naldera Advisory Services, Berlin
Beyond Consulting
M&A • Transformation • Process Excellence
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Connecting and Uniting
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Empowering to Achieve
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Management Consulting for Company Change

Naldera Advisory Services GmbH is specialized in company transformation. We offer uniquely combined expertise in change and business excellence with extensive cross industry, cross market and international experience. This unique perspective attains value for our clients, be it in mergers & acquisitions (M&A), company succession, growth financing, strategic development, integration (PMI), enterprise technology selection or digitalization projects.

Our assignments are empowered by project management, change management and process excellence to bring projects up to speed. Naldera Advisory Services stands for experience, value, speed and evolution.

We go beyond consulting.

Since 2012 Naldera advised over 250 local and international companies in a multitude of different stages, backgrounds, industries and locations. With this wide international expertise and deep cross industry know how, Naldera helps clients to create change that matters.

Naldera Advisory Services specializes in:

Mergers & Acquisitions (M&A)

Sell Side Mandates • Buy Side Mandates • Company Succession • Growth Financing • Technology Ventures
• Mergers • Joint Ventures • Start up Support

M&A is also about adding new enterprise abilities, bringing the right expert into the process at an early stage and knowing the battlefield. Our established network enables us to identify opportunities at an early stage.

As an international M&A boutique we advise buyers on attractive targets and connect sellers with prospective investors. Naldera cooperates with an network of international experts.

Naldera Advisory Services GmbH is equally dedicated to developing innovative company succession solutions and nurturing young high potentials to succeed.

With our post merger integration support we secure and build value for the client long after the deal has been completed.

Naldera guides you through the entire process.

Integration

Post Merger Integration • Post Acquisition Integration • Process Integration • IT Integration • Process Excellence
• Change Management • Quality Management • Business Intelligence

Integration support secures the acquired value for the client after the deal has been completed. Our specialists plan PMI concepts, monitor process optimization measures and integrate information and knowledge management systems.

Successful integration requires the right perspective on people, processes and tools. We know the many critical issues that make or break an integration. Our executives are problem solvers by nature, entrepreneurs at heart and professionals with substantial industrial, financial and strategy management consulting experience. A major black box for many integration projects is IT compatibility. Through partnerships with experts and research institutions we use our unique set of skills for pre merger IT analysis or post merger IT integration.

Embracing change to create innovation and value.

Strategic Development

In today’s world of ever changing markets, boundaries blur, positions are continuously reshuffled and newly defined.

To convince stakeholders or investors and to select the right partner for innovation or transformation, it is essential to consider different strategic angles.

Good strategies truthfully concede tough challenges and provide solutions to overcome them.

Our primary objective has always been to be bring added value. By combining deep local insights with international cross industry perspectives.

Naldera Advisory Services develops strategic business opportunities, identifies strategic partnerships and optimizes strategic concepts to accelerate sustainable growth.

Transformation

There are a multitude of different reasons leading to the need for company change. Today’s leaders aim for innovation, growth, inclusion and sustainability.

Naldera Advisory Services offers cross industry and cross border experience strengthened by five decisive succeeding factors: strategic perspective, project management, change management, quality management, and process excellence.

Our business principles include uncompromised dedication, confidentiality and high loyalty to our clients to achieve breakthrough results and lasting value.

Naldera attains maximum efficiency by building and maintaining strategic alliances with specialists in the industries and regions we advise. One of our key partners in digital transformation is Potsdam Consulting Advisory GmbH.

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M&A – Strategic Succession and Growth
Advanced Technical Ceramics, Medical Equipment

The owner of a highly innovative technical ceramics company was interested to explore various options for growth while considering long-term company succession alternatives.

Approach
  • Strategy workshop and evaluation of strategic options
  • Development of a strategic business plan
  • Development of a ‘success story’
  • Preparation of a Teaser and Info Memorandum
  • dentification of investors and cooperation partners
  • Communication management
  • Set-up, structuring, management of Virtual Data Room (VDR)
  • Management of the due diligence process
  • Transaction Management
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M&A – Succession Management
Environmental Analysis Technologies

The private owner of a group specialized in environmental analysis, required a succession solution and was interested to explore various opportunities.

Approach
  • Market & competition analysis
  • Identification of potential buyers
  • Preparation of sales documentation
  • Contact and negotiation strategy
  • Negotiations with potential buyers
  • Coordination of the due diligence process
  • Transfer of ownership securing jobs and continuity
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M&A – Start-up Financing, Growth Capital
Medical Industry, Interventional Cardiology

The spin-off of a company producing PTCA catheters and drug eluting stents required growth capital to pioneer the development of new products. The newly developed heart valve won the prize for best innovation by the German Government, Ministry of Education and Science.

Approach
  • Market and competition analysis
  • Development of a strategic business plan
  • Development of a ‘success story’
  • Preparation of a Teaser and Info Memorandum
  • Identification of investors and cooperation partners
  • Communication management
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M&A – Transformation and Integration
Processing industry and R&D.

The shareholders of a company developing and producing high-tech coating materials for the photovoltaic, automotive and defence industries were interested in change to enable further growth. Together with a strong partner the company was able to transform and innovate during the post-merger integration process.

Approach
  • Development of a preliminary term sheet
  • Mediation of interests between the capital fund, shareholders and the works council
  • Preparation of a Letter of Intent
  • Coordination of the due diligence process
  • Development of a post-merger integration concept as a key element of the transaction
  • Sale of the company and successful transfer of ownership
  • Project Management of the post-merger integration (PMI) and employee retention throughout the process
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M&A – New Technologies
Utility and Energy Industries, Renewable Energy

A leading European utility company considered investing in new technologies to enter the renewable energy market.

Approach
  • Market & competition analysis
  • Alternative market entry strategies along the value chain
  • Development of an integrated business plan model
  • Forecast of shareholder value depending on strategic options
  • Long list and short list of possible target companies
  • After presenting acquisition options, key opportunities and risks, the client was able to select a point of entry into the new market
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Strategic Business Development – Green Energy Plan
Renewable Energy, Solar, Photovoltaics, Wind

Based on a call for tenders by the Malta Resources Authority and the requirements of stakeholders and investors, a development concept was needed to install PV solar power in Malta. Particular attention had to be paid to the characteristics of the island and the nature conservation areas.

Approach
  • Appraisal of regional particularities, legal and tax situation
  • Identification of possible PV sites considering shortage of space including solutions such as factory roofs and desalination industry
  • Business plan with 3 phases including 20 MWp PV solar power, 10 MWp wind power, a tourist attraction and educational center
  • Initiative to manufacture the aluminum construction locally
  • Proposal of a sun pension plan for local inhabitants
  • Preliminary talks with potential international investors
  • Presentation of the proposal to the Maltese authorities
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M&A – Turnaround
Fashion and Jewelry

An American client in fashion and jewelry manufacturing suffered from continuously declining profits. A preliminary analysis showed the company needed to optimize the manufacturing process and improve profit and expense control measures.

Approach
  • Analysis of company processes
  • Analysis of client base and product portfolio
  • Analysis of sales channels, marketing and cost sectors
  • Development of a turnaround concept
  • Identification of potential investors
  • Management of communication between all parties
  • Coordination of the transaction process
  • Successful implementation of the turn-around concept
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M&A – Company Succession
Construction Industry, Cross-Border

The owners of a family-owned business in the Swiss construction industry needed strategic advice and an overall coordinating transaction manager.

Approach
  • Transaction Management
  • Selection of potential buyers
  • Preparation of a teaser and information memorandum
  • Business Plan and company valuation
  • Organization of the due diligence process
  • Management of communication between all parties
  • Determination of negotiation policy
  • Successful sale of the group of companies (50% higher than seller's initial expectation)
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M&A – Market Share Increase
Cosmetics and Beauty Industry

An international client in the cosmetics industry with a variety of skin care brands, launched a new line to target an age specific segment of the market, aiming to acquire a larger market share of the relevant demographic group. However, the preliminary launch showed unsatisfactory results.

Approach
  • Analysis of key market and competition factors and overall strategic position of that line
  • Analysis of the product launch response, in particular with the demographic group
  • Strategy discussions with management
  • Identification of acquisition opportunities to realize the client’s objective to increase market share
  • Communication management
  • Advice on acquisition strategy and reorganization
  • Successful acquisition
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Project Management – Industrial Plant Ramp-Up
Metallurgy, Titanium, Aerospace, Energy, MedTech

Industrial plant ramp-up and interim management for a Sino-German Joint-Venture building a Greenfield high-tech factory in China to produce master alloys for quality sensitive industries such as aerospace, chemical industry, power plants and medical fittings.

Approach
  • Start-up management, program management, operational controlling
  • Design, implementation and streamlining of structures and processes
  • Enterprise Resource Planning (ERP) selection process and implementation
  • Quality & Certification including Quality Concept, QMS, Process Excellence, FMEA, ISO certification, customer certification
  • Organizational development & Human Resources management including recruiting, contracting and coaching
  • R&D and Innovation Management
  • IT and Site Security Management
  • Solutions for complex international legal, tax , import, export issues
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Strategic Business Development – JV China
Metallurgy, Titanium, Aerospace, Energy

Concept and Realization Management for an Industrial Plant in China: Following an IPO, a Chinese materials company wanted to diversify its product portfolio and build a high-tech factory producing materials for the aerospace, chemical and energy industry. They required a Joint Venture partner to conceptualize and realize the project together.

Approach
  • Overall concept, financing approach, detailed business plan and set-up of a Sino-German joint-venture company
  • Marketing and sales concept for national and international markets
  • Contract negotiations with Chinese partners and authorities
  • Factory plan & layout, engineering, environmental study
  • Supervision of the construction and successful commissioning
  • Relationship management with banks, investors, authorities, potential suppliers and future customers of the titanium and aerospace industry
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Strategic Development – Growth and Expansion
Luxury Beverage Industry

A sparkling wine brand wanted to further drive and expand its business internationally. Although the brand was available in most countries, sales were stagnating abroad. The company recognized a need to further develop the international strategy, taking into account the different cultures and habits of the consumers.

Approach
  • Research regarding impact of culture and habits on country specific high end beverage sales developments
  • Evolution of the existing overall strategy into a country specific international strategy based on different cultures and habits
  • Planning of the strategy implementation process and further steps to improve image and positioning
  • Implementation of measures to push marketing
  • Strategic targeting of key individuals for product placement
  • Definition of measures to improve relationship with distributors
  • Promotion of inter-cultural events and International Liaison
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Strategic Development – Cross Border Market Entry
Animal Feed Additives

A leading European producer of animal feed additives needed support in setting up an Asian distribution and production company. Target markets included China, Thailand and Vietnam.

Approach
  • Market & competition analysis for several product lines in Asia
  • Definition of an action plan for three countries
  • Development of a concept for obtaining market approval with the national governments
  • Analysis of the local office and warehouse space situation
  • Recommendation for a multi-continental organizational structure
  • Establishment of three local companies and a regional HQ in Hong Kong including legal & tax issues
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Strategic Turn-Around with Technology Licensing
Software Industry, Dental Industry

A client in the dental industry pioneered morphing software to illustrate the ‘before and after’ look of orthodontia. Straightening the teeth affects not only the smile but also the entire lower half of the face shape. At that point, the company had run into cash difficulties and needed capital.

Approach
  • Definition of the unique selling points (USP) and options for image enhancement
  • Analysis of the current client base, cross-market expansion ideas and potential new avenues of use
  • Repositioning of sales and marketing efforts and implementation of controlling techniques
  • Development of a business plan exploring various options ranging from sale of the company, expansion in new markets, to licensing opportunities
  • Development of a detailed licensing strategy for different market segments
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M&A – Turnaround and Transaction Management
Liquor and Wine Industry, Beverages

Following a significant drop in sales revenue, a traditional beverage company selling hard liquor and wines required effective turn-around measures. The company had recently launched a new product line, but the consumer response had been disappointing.

Approach
  • Vulnerability assessment and implementation of steps to improve transparency
  • Innovation of marketing and sales strategy and definition of measures to boost sales in all product lines
  • Search, identification and approach of an investor to facilitate financing of the turn-around measures
  • Successful implementation of turn-around measures
  • Planning of a visitors’ centre including an audio-visual exhibition and a guided tour of the distillery
  • The implementation of measures led to an expansion of the distillery facilities to satisfy international demand
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Strategic Business Development – Growth Strategy
IT Industry, Chip Industry

A client in the chip industry pursuing an aggressive growth strategy wanted to expand the capital-intensive production base. The management asked us to investigate the chances of an IPO as a means of additional financing, and as an exit path for current shareholders.

Approach
  • Analysis of market, competition and strategic position
  • Reflection and discussion of objectives and motives of the IPO
  • Financial analysis
  • Review and optimization of the business plan
  • Analysis of the internal readiness for the IPO by means of using checklists, benchmarking and company internal analysis together with an investment bank
  • Quantification of IPO proceeds and comparison to other sources of financing together with an investment bank
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Reconciliation of interests – HQ and Operations
Security Systems, Alarm Systems

A Dax listed company required an evaluation of a subsidiary manufacturing large-scale security systems. Basis of contention was the level of decision-making authority between HQ and the European units.

Approach
  • Personnel structure and process analysis in the HQ and operative units
  • Interviews with employees of various functions and levels to overcome shortcomings in the flow of information from and to HQ
  • Identification of process weaknesses and counter measures
  • Detailing of Business Process Reengineering (BPR) measures to improve efficiency, eliminate weaknesses and reduce cost
  • Development of a new global sales & marketing organization
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Strategic Development – Airport Infrastructure
Transportation Industry, Aviation, Airports

International Airport Infrastructure Investment: An international airport wanted to increase its passenger capacity by adding another runway and investing in the airport infrastructure.

Approach
  • Analysis of market and competition and strategic position
  • Configuration of an interdisciplinary project team, determination of the level of planning detail, responsibilities and time schedule
  • Definition of capital expenditure plan
  • Development of an airport-specific integrated business plan model with 30-year planning horizon
  • Forecast of revenues and operating costs
  • Determination of capital budget and funding requirements
  • Financial valuation of various investment alternatives
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M&A – Recapitalization / Strategic Realignment
Shipbuilding

After a large shipyard had to file for bankruptcy, the recently acquired companies in the East had to be separated, recapitalized and prepared under EU law for a second transaction.

Approach
  • Strategy discussions with trustees, shareholders, management, worker union and major suppliers
  • New strategic approach
  • Business plans and cash forecast for the three main companies
  • Concept development with special regard to EU law
  • Negotiations and successful recapitalization
  • Support and guidance of the international transaction together with investment banks
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Restructuring with Asset Deal Reorganization
Electronics Industry

A supplier of a telecommunications company with numerous subsidiaries ran into difficulties regarding the extension of revolving credits and bank guarantees after a two-year decline in sales.

Approach
  • International market & competition analysis for the core business divisions
  • Expert analysis of the printed circuit business and assessment of the investment gap after years of underinvestment
  • Development of a strategic restructuring concept
  • Development of a financial restructuring concept including haircut and repayment of waived loans with future profits for over 20 creditors together with the trustee
  • Support of the trustee regarding creditor settlement negotiations
  • Successful asset deals for major parts of the company
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M&A – Strategic Restructuring
Shipbuilding Industry, Diesel Engines

After the bankruptcy of a shipyard holding company, a subsidiary manufacturing large diesel engines for container ships had to be restructured and sold. The scope included international commerce and the associated spare parts business.

Approach
  • Strategy discussions with the shareholder, management, worker union and suppliers
  • Development of a strategic restructuring concept
  • Securing of short-time financing and bill guarantees
  • Definition of search criteria
  • Identification of long list and short list buyers
  • Contacting of potential buyers and Letter of Intent (LOI)
  • Successful asset deal
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M&A – Government Advisor
Strategic Advisor for Sale of > 500 companies

The BvS (former THA) was responsible for the sale and strategic new orientation of former East German companies. A steering committee was set-up by the German Ministry of Finance in order to evaluate and oversee the transactions. Executives of Naldera Advisory Services were members of the steering committee during their time working for Arthur D. Little International (ADL).

Approach
  • A committee consisting of two partners from two international consulting companies and one partner from an international auditing company) was set-up to evaluate and oversee the transactions. 
  • The scope of work included all industry sectors
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M&A – Preparation for US Capital Markets Offering (EU Project)
Oil, Gas, Mining and Metallurgy Industries

A Russian key supplier of machinery for core industries such as oil, gas, mining and metallurgy with over 25.000 employees required strategic and corporate financing support to internationalize the business in close cooperation with the Russian Privatization Center (RPC).

Approach
  • Analysis of market, competition and strategic position
  • Strategy discussions with management, shareholders and investment banks
  • Development of a strategic restructuring concept
  • Financial analysis and determination of funding requirements
  • Corporate finance concept in conjunction with a capital increase and a US stock market listing (ADR)
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Strategic Development – Transformation
Technology & Incubator Center, Technology Partnerships, R&D

The former 'Academy of Science' (over 60 R&D institutes and production facilities, approx. 22,000 employees) needed modernization after the German reunification. The concept for Berlin-Adlershof created a 'Center of Science and Economy' that is amongst the largest in Europe.

Approach
  • International market and competition analysis
  • Development of the basic concept and capital requirements
  • Downsizing, privatization or shutting down of redundant facilities
  • Acquisition of investors with focus on safeguarding jobs
  • Acquisition of the project 'third generation' of synchrotron radiation / photon source (Bessy II)
  • Concept development 'Technology Transfer East' (TTO)
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Contact

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Naldera Advisory Services GmbH
Knesebeckstr. 63  ·  10719 Berlin  ·  Germany

Phone: +49 30 166381641
Fax: +49 30 166381642

Web: www.nalderaservices.com
E-Mail: info (at) nalderaservices.com

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