Mastering
Special Situations

Dr. Felix Tschopp
Founder / Owner
Tschopp Group AG

We work with owners, boards and investors to protect value, reduce risk and turn critical business decisions into results. In growth, succession, restructuring and ownership change, we bring the judgement, discretion and responsibility we would expect if it were our own.




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  • 150+ Companies
  • 25+ Industries
  • 12+ Countries

Turning critical business decisions into results

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As an owner, you are often consumed by running the day-to-day business. As an investor, you may own the company without being close enough to its strategic development. In both cases, decisions that shape growth, succession, restructuring or ownership change need judgement, structure and execution.

Tschopp Group works on your company, where direction, structure and value are decided. We assess the situation, identify the risks that matter, define the real options and carry the chosen path through to results.

Behind this work stands Dr. Felix Tschopp, who for more than three decades has worked on both sides of the table as entrepreneur, investor, board member and dealmaker, across companies of every size and sector in more than a dozen countries. He operates at owner and board level, where the defining choices are made, with judgement grounded in a foundation at KPMG and a doctorate from the University of St. Gallen (HSG), and one aim throughout: to protect and build enterprise value with the discretion an owner expects.

Full background on LinkedIn →

Being an entrepreneur means taking responsibility for the whole

Case Studies

These are real situations from three decades of working on companies. We have removed the names, not the substance. Discretion is part of how we work. Each one follows the same line: a difficult starting point, the decisive moves, and the result.

  • Turnaround of a mid-sized industrial company

    Years of steady success had given way to stagnation, and then to losses. Processes had grown tangled, responsibilities overlapped and the strategy had lost focus. We read the business without illusions and traced the weak results to an unclear strategy and the friction it created inside the company. The strategy was refocused on a defined product range and clear markets, responsibilities were sharpened and decision paths shortened, and a new leadership team took over with a clear mandate. Within a year the company was profitable again and beginning to regain market share.


    "That was the turning point for us. Suddenly there was energy in the company again, because everyone knew what to do and what it was for."
    Member of the management team

  • Repositioning of a family-owned consumer goods company

    A long-established brand had drifted into stagnation, its organisation grown heavy and its owning family divided on where to go next. We brought in an independent board to mediate between the shareholders and reset the leadership structure, then streamlined the organisation, focused the portfolio and modernised the brand on the strength of what was already there. Within a few quarters the company was growing again, in revenue and in the energy of the team, with a clear strategy and roles everyone understood.


    "We had everything it takes. We only needed someone to help us see it again. Today we are proud of what we do."
    Family shareholder

  • Succession at a founder-led specialist company

    After thirty years at the helm, the owner wanted to step back, but neither the family nor the team offered a successor, and the business was too good to hand over loosely. The real issue was not the candidates but the preparation: decisions, customers and control all ran through one person. We separated ownership from operations, installed an interim leadership to carry the transition, and built a management team that fit culturally and technically, keeping the outgoing owner close to the communication. Within twelve months the handover was complete and smooth, and the business kept growing.


    "I wanted to let go, but not simply hand it off. The process showed me that both are possible, with clarity, trust and a good plan."
    Founder

  • Growth of an established B2B services firm

    After years of profitable growth, the business had stalled. No crisis, but no direction either: the model had aged, processes were built around bespoke work, the cost base would not scale and the IT was fragmented, while digital competitors moved in. We put the model to the test, deciding which services truly added value, what could be standardised or automated, and which customers to focus on. From that came a new positioning, a transformation roadmap and automation pilots, with a realigned sales team. Within twelve months the company was winning new customers and expanding existing ones on a model built to scale.


    "We had a plan again, and you could feel it, because everyone knew what we were doing it for."
    Head of sales

  • Buy-and-build of a technical services group

    Built deal by deal, it had become a patchwork: the companies ran independently, with overlapping services, duplicated costs and no common direction or culture. The owners wanted to lift the potential without erasing what made each business its own. The lever was integration, structural and cultural: a group-wide strategy and value proposition, unified IT, HR, controlling and brand, and central roles that left operational autonomy intact, with unit leaders inside the process from the start. Within twelve months a loose collection had become one positioned platform, more resilient and ready to absorb the next acquisition.


    "Belonging to the group finally became real. Colleagues became allies, and allies became a team."
    Business unit head

  • Sale of an owner-managed manufacturing company

    The company was profitable, well run and respected in its market, and the owner judged that the moment had come to realise its value. The market was consolidating around larger players, and selling from strength promised a far better outcome than waiting. The question was how to find the right counterpart without unsettling the business or the team. We read the company the way a buyer would, set out clearly what made it valuable, and clarified what mattered most to the owner: price, the future of the people and the right home for the business. We approached a small circle of suitable counterparts discreetly, ran a disciplined process and led the decisive negotiations. Within nine months the company passed to a strategic partner that fit, on terms that protected value, people and the owner's name.


    "I could have carried on for years. Selling while we were strong was the right call, and it felt right too." 
    Former owner

  • Investment for a family office entering a new sector

    A family office with capital and conviction wanted to acquire a company in a sector it did not know well. The opportunity looked attractive, but the real risks sat below the surface: an ageing owner-manager, concentrated customers and a price that assumed everything would go right. The investor needed an investment case that would hold under scrutiny, not a broker's story. We assessed the opportunity the way a demanding buyer would, defined the investment logic and tested where value was real and where it was merely assumed. We structured the approach and the terms, including the financing and a cross-border, tax-efficient setup, and stayed involved from first contact through to closing and the first phase of integration. Within the year the family office owned a company it understood, on terms it could defend, integrated and performing to plan.


    "We finally had someone who read the company the way a careful buyer would, not the way it was being sold. That changed every number." 
    Family office principal

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Five situations. One discipline.

Growth

A successful company creates new possibilities as it evolves. The next stage calls for greater reach, stronger capabilities and a structure that can carry growth across the business.

Strategic development above the day-to-day

Growth works when ambition, structure and execution move together. The next stage needs clear direction, the right priorities and the capabilities to carry them. We define where the company should go, which levers matter and what has to be strengthened. This may include positioning, scaling, acquisitions, international development, capital, cross-border and tax-efficient structuring, leadership design or a sharper business model. The result is a development path that owners, board and management can act on with confidence.

For you if:

You own or back an established business that is ready to scale with direction, structure and execution.

Succession

Entrepreneurial legacy, personal aspirations and the future of the company come together in one coherent path for continuity, value and long-term prosperity.

A secure handover for owner and company

Succession brings two things into one path: what the owner intends and what the company needs next. It protects the owner's reputation and the company's substance through the change. We clarify what the owner wants, what the company needs and which path carries both. The solution may take the form of family succession, a management transition, a staged withdrawal or a sale to the right external counterpart. Done well, it settles ownership, tax position and continuity in one coherent path.

For you if:

You want a transition that protects the company, the owner and what has been built.

Restructuring

Clarity creates the space to realign priorities, resources and leadership around a stronger foundation for performance, resilience and future value.

Clarity, decisions and execution that hold

Restructuring works when pressure is turned into control. Financial strain, complex structures, shareholder questions or a strategic reset require clear judgement, disciplined priorities and credible execution. We clarify the situation, focus the decision on what matters and turn complexity into a few paths that can be decided and carried through. We work at owner, board and stakeholder level until the decisive parties are aligned. The result is stability, decision certainty and a credible path forward.

For you if:

You want renewed strength, structural clarity and control over the path ahead.

Sale

Years of entrepreneurial work culminate in a transaction that realises value and determines the company's next ownership. The quality of that outcome shapes the position of shareholders, the company and its future.

A sale led from strength

A sale turns on timing, counterpart, structure and intention, aligned before the market is approached. When these elements are right, value, reputation and control are protected throughout the process. We clarify whether a full sale, partial sale, investor or strategic partner is right for the owner and the company. We read the company the way the other side will, sharpen the positioning, approach suitable counterparts discreetly and lead the decisive moments through to the right outcome. You come away with a sale that serves you, the company and what comes after.

For you if:

You want a sale or exit that secures the right counterpart, structure and timing.

Investment

The right opportunity combines strategic fit, financial strength and the capacity to create lasting value through disciplined ownership and execution.

Capital deployed with a principal's eye

Investment works when strategic fit, financial logic and integration capacity are clear before price takes over the conversation. The right acquisition strengthens the company while protecting management attention, capital and reputation. We define the investment logic, assess opportunities and structure the approach with the commercial terms, cross-border and tax-efficient structuring in view. We stay involved from first contact through to decision, financing logic and execution. The result is an investment decision that can be defended, financed and integrated. Where it fits, we invest alongside you.

For you if:

You want an acquisition or investment backed by strict strategic logic and disciplined execution.