An Interview with Dr. Michael Keppler, Business Angel and Co-Founder of ICON Supply Chain Management
While attending the mentoring circle at CyberForum Karlsruhe, I had the pleasure to meet Dr. Michael Keppler. He is a mentor, business angel, co-founder and former CEO of ICON Supply Chain Management, Karlsruhe.
Dr. Michael Keppler
Together with a friend from the University of Karlsruhe, Dr. Keppler started ICON in 1992 and developed the company to become technology leader in the supply chain planning and collaboration domain.
Dr. Keppler and his co-founder managed the company through the key transitions that characterize a high-tech enterprise business: from the startup stage with a lot of custom project work, to a scalable products business, and finally, to the exit, selling ICON to E2open in July 2013.
His experience is invaluable to startup founders. So thanks to Michael for sitting down with me and sharing some of his lessons learned, as well as his take on Southern Germany as a location for tech startups.
This week, I present three internet finds that should be interesting for for growth companies: a deep, insightful blog post by Ben Horowitz, explaining why Andreessen Horowitz prefers to scale their portfolio companies under the reign of the founding CEO – instead of putting in a professional CEO. A recent article claiming that IPOs have become less attractive as an exit option. And several stunning infographics from LUMA Partners related to scaling and exiting.
In a recent interview, M&A expert Harald Maehrle explained what companies can do proactively to prepare for a potential sale of their business. One key recommendation is to proactively build meaningful relationships with potential strategic buyers.
Building these relationships is part of a broader set of activities called “Strategic Business Development”.
In 2012, John O’Farrell, partner at Andreessen Horowitz and former executive at Loudcloud/Opsware, published a series of blog posts defining strategic business development and demonstrating its power to turn potential failure points into triumphs:
An Interview with Harald Maehrle, Mummert & Company – Part II
This is the second part of an interview with Harald Maehrle, partner at Mummert & Company, a leading corporate finance consultancy firm headquartered in Munich.
In the first part, Mr. Maehrle shared his perspective on the exit situation in the European technology sector. Now we’ll focus on the stages of the M&A process and what a company’s leaders can do to prepare for selling their company.
An Interview with Harald Maehrle, Mummert & Company – Part I
Back in March, I participated in the 8th Technology Day, the annual conference for innovation and corporate financing in Munich, organized by Mummert & Company in cooperation with the Munich Network. That’s where I met Harald Maehrle, partner at Mummert & Company, a leading corporate finance consultancy firm headquartered in Munich. Mr. Maehrle presented a great overview on the exit options for European technology companies.
A very interesting topic indeed, and so I thank Mr. Maehrle for sitting down with me for an interview to share his perspective on the exit situation in the European technology sector, and what companies can do to prepare for an M&A deal.
This is the first part of our interview – focusing on exit options for European technology companies.
Im letzten Blogpost hatte ich darüber geschrieben, wie strategische Planung ganz allgemein dazu beitragen kann, ein besseres Verständnis für das Umfeld zu entwickeln. So wird es möglich, Entwicklungen im Markt aktiv zum eigenen Vorteil zu nutzen.
Ein Bereich, in dem es besonders lohnend ist, sich proaktiv selbst zu engagieren ist der Bereich strategische Partnerschaften und M&A (Firmenübernahmen).
Dazu bald mehr …
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