Succession, Led Hands-On.

Leading business succession operationally: closing the gap between old and new, keeping the company stable and structuring the handover. With our own investment where the fit is right.

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Overview

When succession is due and the transition needs leadership, we take on responsibility. We bridge, stabilize and structure the handover.

And where the long-term perspective is right, we also invest ourselves.

Situations

Typical situations in business succession

Succession and business handover often need more than an advisor and a contract. They need someone who actually runs the company during the transition, while the outgoing owner steps back and the successor is not yet ready to take over.

Typical triggers: an owner stepping back with no immediately available successor, a family handover that needs time, a sale process during which the company has to stay stable, or a successor who still needs operational onboarding.

What sets this apart from a classic interim mandate: where we see a long-term perspective in the company, an entrepreneurial investment becomes an option. Then our commitment does not end with the mandate.

What we take on in succession

01

Operational leadership during the transition, as managing director or in a senior role.

02

Stabilizing day-to-day operations so customers, team and suppliers retain confidence.

03

Building documented structures that no longer depend on one person's knowledge.

04

Onboarding and mentoring the successor, both technically and in the leadership role.

05

Preparing the company for a sale or handover process.

06

Entrepreneurial investment where the long-term perspective is right.

Your situation looks different? Talk to Jens Schneiders directly.

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Services

References

01

Erlebe Fernreisen · Managing Director

Taking on the managing directorship with full P&L responsibility: exactly the role that closes the gap in a succession situation.

02

German Transfer / World Transfer · Founder & Managing Director

Building and leading a company from founding through scaling. The perspective of an entrepreneur who knows what handover means for an owner.

03

Schneiders Ventures · Investments

Entrepreneurial investments with an active role in governance, strategy and operational development. Capital and hands-on involvement, not just capital.

04

Result · a handover that holds

The result is a company that works without the previous owner: with documented processes, an onboarded successor and stable day-to-day operations.

Your contact

Your contact: Jens Schneiders

Portrait of Jens Schneiders

Jens Schneiders

Managing Partner · Interim CEO, COO & Chief Transformation Officer

Does Jens fit your job description? Mandate Check →

Close the gap. Hold the company. Secure the handover.

Jens Schneiders has been leading companies operationally for over 25 years, as a founder, managing director and interim executive. In succession situations he brings both: the leadership experience for the transition and the entrepreneurial perspective for what comes after.

Operational depth is no compromise here, it is his advantage: he knows the reality inside the company from his own experience and builds structures from it that hold even without the previous owner.

And unlike a pure mandate, leaving is not a given: where the long-term perspective is right, an entrepreneurial investment becomes an option.
  • Over 25 years of experience as a founder, managing director and interim executive.
  • Able to take on the managing directorship as a formal officer of the company.
  • Experience in building, scaling and handing over his own companies.
  • Entrepreneurial investment possible where the long-term perspective is right.

Leading the transition

Operational management for as long as the successor is not yet ready.

Making it owner-independent

Documented processes and structures that no longer depend on one person's knowledge.

Onboarding the successor

Technical and personal mentoring of the incoming generation or leadership.

Entrepreneurial investment

Entry as a partner where the long-term perspective holds.

More on this topic

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FAQ

Frequently asked questions: Business Succession

How do you secure the owner’s knowledge before a handover or sale?

By moving it from people’s heads into structures in good time: documented processes, clear responsibilities, customer and supplier relationships that have been handed over, and traceable decision paths. We build these structures in day-to-day operations so that the company no longer depends on one person’s knowledge. In addition, our venture navyra can support knowledge transfer in a tridem of experienced professional, successor and AI; this is optional, commissioned separately and disclosed openly.

When does a succession need an interim managing director?

When the owner steps back but no successor is available or ready to act yet, when a family handover needs time, or when the company has to remain stable during a sale. Jens Schneiders can then take over as interim managing director, as a formally appointed officer of the company, or lead in a senior role below board level.

How does the company stay stable during a sale process?

A sale takes up a great deal of the owner’s attention, while customers, the team and suppliers expect certainty. We keep day-to-day business stable, ensure reliable figures and prepare the company for the process in a structured way. Valuation, contracts and legal and tax matters remain with specialised M&A, legal and tax advisers, with whom we work as needed.

How is a successor from within the family onboarded?

Both professionally and in the leadership role: the successor takes on responsibility step by step while day-to-day business continues reliably. Jens Schneiders supports this path as a sparring partner and interim executive and talks at eye level with the outgoing owner, family, advisory board and banks. As a founder himself, he knows what a handover means for an owner.

Do you also take a stake in the company yourselves during a succession?

Yes, if the long-term perspective is right. Then the engagement does not end with the mandate: Jens Schneiders stays on board as an operating investor with capital and hands-on involvement. Whether and in what form this fits is agreed individually; specialised advisers handle the legal and tax structuring. A stake is an option, not a precondition for the mandate.

Mandate Check

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Contact

Get in touch

Is succession due at your company and the transition needs leadership? Let's talk about your situation.