The Art of Buying and Selling Businesses®

Dr. Felix Tschopp
Owner / CEO
Tschopp Group AG

I take over companies in succession and transition situations and develop them further. The focus is on special situations in which owners are looking for a quick and clear solution for the future of their company.

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  • 150+ Companies
    supported
  • 25 Industries
  • 12 Countries

Succession- and transition-situations require clear decisions and a reliable solution

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The transition of a company is much more than a financial transaction. In family succession, the carve-out of a group or the divestment of an investor, the aim is to lead a mature structure into a new phase. I act as an entrepreneur where owners require a discreet and future-proof solution.

Companies are more than just numbers and structures. They represent people, values and entrepreneurial life's work. Successful continuation preserves what has been built and develops it with a focus on stability, continuity, and the next generation.

Success is reflected in the viability of a company over many years, not in short-term valuations. This perspective shapes my attitude.

Being an entrepreneur means taking responsibility for people, structures, and the whole

Curriculum Vitae

Languages

German, English, Italian

Education
  • PhD in Economics

    Degree from the University of St. Gallen (HSG)

Professional Experience
  • Owner and CEO Tschopp Group AG

    Entrepreneur, Coach, Strategy-, Investment-, Corporate Finance- and M&A-Advisor

  • Various Board of Directors Positions

    Industrial Production, Commodities Trading, Financial Services, Technology, Real Estate, Green Energy, Health & Wellbeing

  • Various Management Roles in International Family-Owned Companies

    Board Member, Managing Director, Chief Financial Officer, Group Controller, Head of Finance and Accounting

  • Tax Consultancy at KPMG Fides, Zurich

    International Tax Consultancy and Group Auditor

Memberships
  • Member of SECA Swiss Private Equity & Corporate Finance Association, Zug
  • Member of Zug Commodity Association, Zug
  • Member of The Financial Services Standards Association (VQF), Zug
  • The Officers' Association of the Canton of Zug
  • International Coaching Federation
  • Member of HSG-Alumni
Continuing Education
  • Specialist Training Courses
    Board Education, Private Equity, Succession Planning, Mergers and Acquisitions, Due Diligence, Holding Company Taxation, International Tax Planning, Strategic Controlling, Group Accounting and Auditing
  • Personal Development
    Business Coaching, Yoga- and Meditation-Teacher, Shamanic Constellation Work, Mindfulness and Resilience, Communication and Conflict Resolution
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Entrepreneurial leadership during transitions, realignment, and long-term stability

Company Acquisition

You are an owner, whether as a founder, family, family office or corporation, and are looking for a reliable solution for a company that no longer fits your strategy or for which you have no successor. I acquire companies with the objective of developing them responsibly and over the long term.

Responsibility, continuity and substance

Selling a company is a far-reaching decision. It is a very personal and emotional decision for founders and families, and a strategic and portfolio-driven decision for corporations and investors. For owners, it is not only the purchase price that is important, but also the question of how the company will be run in the future. I take over companies where owners are looking for a discreet and entrepreneurial solution. The aim is to preserve what has been achieved, ensure stability and lead the company into the next phase. A takeover is successful if the company can continue to exist independently even after the change of ownership.

My target companiesYour company has an established business model and is successfully positioned in the market. Typically, you generate annual sales of at least CHF 10 million.

Business Development

Operational independence is essential. A company should be structured in such a way that it is attractive to potential buyers, even if there are no plans to sell. This is precisely the principle I follow when developing companies.

An independently functioning company

A clear focus on entrepreneurial value creates room for manoeuvre. I set up companies in such a way that they function independently of individual persons by remaining decisive and robust. They can respond to change and seize opportunities. Clear structures, functioning processes and consistent leadership make companies attractive – not because of sales intentions, but because of their quality as companies. This attractiveness creates strategic options and negotiation leverage.

My entrepreneurial aspirationFor me, development means creating order that gives rise to freedom of action.

Investments in Companies

Investing in real assets requires entrepreneurial leadership and responsibility. Investments are created where capital and entrepreneurial leadership are deployed together.

Solid returns through productive investments

Sustainable returns are generated by productive capital in real companies. For larger acquisitions or growth projects, I work together with capital partners. Investors do not invest in a financial product, but in a clear, entrepreneurially managed approach: the companies are managed and built up in close cooperation with the capital partners and with a high degree of transparency. Value creation results from active work on the company and an appropriate financing structure.

Investment FrameworkFor me, investments are not a financial product, but part of active ownership.

Sale of Companies

Not every company is a good long-term fit for every owner. Entrepreneurial clarity is also reflected in the ability to let go.

Change of ownership as an entrepreneurial decision

As an entrepreneur and owner, I have been pursuing a particular approach for many years. At the same time, it is my responsibility to regularly review whether a company is still optimally positioned within its existing structure and objectives. If strategic priorities change, conditions shift or new owners offer the company better prospects, a sale may be the most logical business decision. In such cases, a change of ownership is not opportunistic, but rather based on entrepreneurial conviction.

My ownership disciplineA sale is consistent if a new owner opens up better development opportunities for the company.