Your M&A partner for Construction 

The construction and real estate industries are undergoing major changes due to urbanization, sustainability and digitalization. These trends represent both great opportunities and risks. As a professional transaction partner, we understand and master the specific challenges with our many years of industry experience, including:

  • Classical construction
  • Production and distribution of building materials and building supplies
  • Property management of commercial or residential housing companies
  • Hotel industry

We will gladly accompany your sale. Elsewise if you want to grow inorganically through an acquisition, we will accompany your transaction up until the closing of the deal.

Your personal contact


Mark Walther
Lead Construction & Real Estate

Phone: +49 89 230 2141 11
walther(at)walther-transaction.com

We would be delighted to get to know you in a first instance via video conference or telephone. Afterwards we would visit you for a personal meeting or alternatively welcome you in our Munich office.

References

In the intense sales process, which was managed very professionally by Walther Transaction, it was possible to clarify many points of discussion with the potential buyers in close coordination with myself and Bavaria. With creativity and persistence, the difficulties that arose shortly before completion were overcome.

Michael Bayer, Managing Director, BB Government Services

Thanks to the support of Walther Transaction, a very positive mood prevailed during the entire period of the acquisition or sale. All topics were prepared transparently, and we always felt well accompanied.

Thomas Imbacher, Director Market Unit Central Europe, PERI

Case study Contruction

Successful growth through strategic acquisition (building supplies)

A leading international company in the field of formwork, scaffolding and engineering had previously grown solely organically. However, as some business models did not achieve the desired market penetration through its own activities, the management decided to acquire an owner-managed competitor.

This turned out to be the ideal partner: both are family-run, have a similar cultural identity and common customers. The integration of the two companies will mainly benefit the customers.

Further case studies

Value-adding company sale before the market consolidation started (building materials)

A medium-sized manufacturer of building materials almost always achieved positive figures in its 125-year existence despite all external upheavals. However, an investment which was too large and partly unprofitable as well as a pronounced weakness in demand then brought the manufacturer into the red.

The project team and the interim manager took comprehensive measures in sales and pricing policy as well as measures to reduce costs. The company returned to the black on a sustained basis. However, it was clear that with a market position of 11 out of 18 market participants, it was difficult to win the cut-throat competition against international groups on a long-term basis. All return calculations for the next investment necessary to maintain long-term competitiveness were negative. After intensive discussions with all shareholders, the decision to sell the company was taken unanimously.

Discussions were held with selected strategists, and thanks to the proactive approach, after nine months a favorable solution for the shareholders was found at the right time. Subsequently, there were many more transactions in the same market segment. Today, there are only eight market participants. The company continues to exist successfully under its old, established name at its old location.

Successful sale of an investment held by a holding company (construction industry)

As an engineering and service company, the subsidiary of a well-known holding company develops, constructs and operates sites and facilities primarily for the US armed forces. Following the very successful carve-out from a major construction group and the subsequent sole positioning of the company, the sale to a strategic investor was the next logical step. Walther Transaction exclusively advised the holding company, spoke to over 100 international investors and found the right buyer for the holding in a bidding process. As the CFO was no longer available, Walther Transaction also provided the interim CFO for a period of five months to train his successor.

All parties were satisfied: The new shareholder is now successfully developing the company further and establishing a new business segment, the holding company was able to realize a considerable increase in value as a result of the sale.

Further development and sale of commercial real estate

The management of the holding company of a clay roof tile production was partially vacant, as one managing director resigned for reasons of age and illness. Mr. Walther took over the management of the company for a period of three years in order to keep the entire plant with acquisition and production costs of more than € 35 million at a current level. Important measures during his management activities were:

  • the tendering process and the construction of the new dryer plant for beaver production (investment volume € 1.2 million)
  • the support of the approval procedure for the relocation of 100,000 m2 of overburden from the new clay pit to the old one and the renaturation of the old clay pit
  • the sale of land that was not necessary for business operations
  • the full repayment of bank loans

After the shareholders' meeting had decided to sell the clay roof tile production, consisting of a holding and an operating company, Mr. Walther successfully managed the sales process.