Experience, network and execution strength for demanding mandates.

Our reference base is deliberately discreet.

VALTORA stands for experience gained through entrepreneurial responsibility, capital-related advisory and operational execution. Over many years, the people involved have worked for leading private equity firms, mid-sized companies, public-sector clients, state governments, state-owned enterprises, institutional organisations and international stakeholders.

The mandates and projects range from management and advisory roles in the private equity environment to the establishment, management and development of own as well as third-party companies, transactions, restructuring situations in the mid-market, international market entries, complex large-scale events and advisory projects for public-sector and institutional clients.

Capital-market-related processes also form part of the experience base, including the support of an initial public offering. The focus was on preparing capital-market-relevant decision materials, structuring the process and managing the interface between management, investors, advisors and other stakeholders.

The experience further includes the establishment and financing of young growth companies that have since positioned themselves as established market participants. The focus was on entrepreneurial structuring, capital raising, business model development and preparing further growth steps.

A particular focus lies in mandates for public-sector clients, state governments and state-owned enterprises. These projects centred on economic analysis, organisational realignment and the restructuring of public-sector or state-related entities.

The work included assessing economic starting positions, developing viable organisational and restructuring concepts, structuring decision-making processes and supporting implementation measures. Such mandates require a particular understanding of political sensitivity, complex stakeholder structures, transparency requirements and confidential decision-making processes.

At this interface of public responsibility, economic pressure and organisational complexity, VALTORA has robust and proven experience.

Demanding shareholder situations in the mid-market are also part of the reference base. One mandate focused on harmonising differing shareholder interests while taking into account diverging expectations regarding the company’s performance and a strained relationship of trust toward the management team.

The decisive elements were the transparent preparation of economic facts, the structuring of differing expectations, the creation of reliable decision-making foundations and the development of a viable dialogue and solution level between shareholders and management.

In the institutional field, economic support and conceptual advisory work were also provided in connection with the development of a visitor centre for a European organisation in the space sector. The focus was on economic structuring, the assessment of design-related planning approaches and the integration of content positioning, visitor guidance, feasibility and operational viability.

A further focus lies in the operational restructuring and turnaround of an entire business unit within a leading European media group. A challenged business unit was economically realigned, structurally improved and returned sustainably to profitability.

In addition, a loss-making hospitality and gastronomy business was supported. The focus was on economic analysis, identifying operational weaknesses, realigning cost and revenue structures and developing viable measures for stabilisation and earnings improvement.

Experience in the events sector includes the conception, economic assessment, financing and realisation of complex event, exhibition, open-air and large-scale project formats. This area of experience can be understood as event economics in a broader sense: the integration of use concept, location logic, financing, media reach, sponsorship, operator capability and operational execution.

This includes the development of viable use concepts, commercial structuring, budgeting and support for concrete implementation and execution.

In this context, different event locations, venues, open-air sites and project locations were assessed in terms of their economic, technical and operational viability, evaluated and modified with regard to the respective use case. Relevant parameters included utilisation, revenue logic, cost structures, operator capability, structural and technical requirements as well as practical feasibility.

This experience is complemented by robust contacts in the international events business, an extensive portfolio of media partners and the development and implementation of sponsorship concepts, including targeted sponsor search. This creates a particular understanding of the interface between project development, financing, operator logic, media reach, event conception, live-format development and operational execution.

Our experience spans a broad range of sectors – from IT, software and digital business models to mechanical engineering, automotive suppliers, industrial services, manufacturing companies, wholesale, media, communications, energy supply including electricity and gas, waste management, infrastructure and facility services, hospitality, hotels and gastronomy, as well as the events industry, culture, public-sector clients and institutional organisations.

For reasons of confidentiality, our references are not disclosed on a client-specific basis. What matters to us is not the public display of individual names, but the proven ability to quickly assess complex situations, develop robust options for action and implement them consistently.