Johannes Viehhauser and Maximilian Krause spent several years at Roland Berger, where they not only gained valuable consulting experience but also discovered a shared passion for creating impact beyond business. During their time with us, they co-founded the Big Girls Foundation , an NGO that supports girls and women in East Africa by helping them access education and build a better future for them.

In 2024, Johannes and Max decided that it was time for a new chapter and left Roland Berger to explore their next venture. Building on years of collaboration and a strong foundation of trust, they recently launched their own investment firm focused on company succession in the German Mittelstand (i.e. small and medium-sized enterprises that are often family-owned): Gen2 Capital Partners .

In this interview, Johannes and Max reflect on their journey so far, explain what sets their approach apart from traditional investors, discuss the challenges they have faced – and share exclusive insights into their first acquisition.

What exactly is your idea behind Gen2 Capital Partners – how do you differ from traditional investors?

Johannes: Max and I have known each other since 2013, when we met during our internships in South Africa. We’ve been close friends ever since and also co-founded the Big Girls Foundation. After spending the past few years in consulting at Roland Berger, we wanted to put our knowledge into practice and take on operational responsibility. We wanted to be actively involved in running a business and felt the German Mittelstand was the right place for us.

So, we launched Gen2 Capital Partners, our investment vehicle, to acquire profitable companies in succession situations – cases where the owner is stepping down and looking for someone to take over. That’s also where we differ from traditional funds. These situations are often very personal, as they concern family-owned businesses, with a lot of heart and history. Often, there is no management team left when the former owner exits. The handover process requires a lot of sensitivity and operational experience. Our approach is to step in as active successors, manage the transition carefully with the previous owners, and then keep building the company with fresh ideas, investments, modern management, digitalization, automation, sustainability, and a strong focus on people.

The big difference is, we’re not under pressure to exit in a few years like traditional funds. We are here to stay and want to build something sustainable that lasts.

Maximilian: We have always avoided taking on external investors to keep full decision-making freedom. As operational managers, we can steer the strategy of the company the way we believe is best: focusing on growth rather than cost-cutting. That’s a key part of our philosophy. And it's a lot of fun to have that entrepreneurial freedom.

Unlike other investors who join the advisory board and check in once a month, we are on the ground and actively involved. We believe we’ve found a strong niche with companies around EUR 10–15 m in revenue, a segment often overlooked by others. Our hands-on approach allows us to build real trust with founders and teams, enabling faster decisions, deeper collaboration, and long-term value creation.

You have already successfully completed your first company acquisition. Could you share a few insights with us?

Johannes: On January 1st, we took over a company that makes ultra-precise components and machine assemblies for the semiconductor and optics industries. That’s a field where precision really matters – every detail counts. The company covers the whole value chain, from CNC machining to surface finishing to final assembly. It has been around for over 50 years and was run by the same family for four generations. They didn’t have a successor and decided to sell.

We stood out from the other bidders because we built a close relationship and showed that we genuinely wanted to preserve what they had built, while also investing in the future. We’re now both on board as Managing Directors.

Maximilian: Since then, we have been busy rethinking processes and transforming where necessary. We are driving digital transformation across administrative functions, implementing automation in production processes, and have undertaken a comprehensive overhaul of the company’s branding — including the website, logo, and overall marketing strategy.

We also repositioned sales – and the Roland Berger Alumni Network has been a huge help. At the DACH Alumni Day in Berlin, and also through direct outreach, we connected with people in relevant industries. That has already sparked some great conversations, and we're confident that there is much more to follow.

And to really win the trust of the team, we made a point of being present. We introduced ourselves and our strategy to the entire staff, showed a lot of small gestures, and communicated openly from day one. There’s always uncertainty when ownership changes, so we set up new communication routines like morning briefings and regular team meetings so everyone feels included.

Why is the topic of business succession in the German Mittelstand particularly important to you?

Johannes: Germany is full of incredibly strong Mittelstand companies that are often real champions in their field, and many based in remote areas. That’s something we have always found exciting. But it’s also a massive economic topic: Around 400,000 companies will need a successor in the coming years, and many struggle with it, especially when it comes to finding the right people. So there’s a lot of potential being lost. That’s why the topic really matters to us.

And from an entrepreneurial perspective, it’s fascinating: You can take something that’s already great and move it to the next level – create synergies, bring in new ideas. It has real growth potential. It’s also very fulfilling to sit down with the original founders and brainstorm about where to take the company next.

Maximilian: And then there’s the emotional side. We keep meeting companies that are incredibly impactful, even if you don’t see it at first glance. They are essential for many things in our daily lives. That’s what drives and motivates us.

I wrote my bachelor’s thesis on financing options for the German Mittelstand – so this has been on my radar since my studies. It made it even more meaningful to now apply everything we learned at Roland Berger in running our own business

Looking back, what role did your time at Roland Berger play in this career move?

Maximilian: A huge one. At Roland Berger, we got the chance to work across different industries both nationally and internationally. You learn to think on your feet, present to board-level clients early on, and perform under pressure. You also learn to stay calm in tough situations and to work through complex topics quickly.

And practically speaking, all the project experience around due diligence and company sales really helped us in our own acquisition. Without that, it we wouldn’t be where we are now.

Johannes: For me, there are three main things: First, the structured and analytical way of working including expert knowledge. Second, the amazing network – from active colleagues to the alumni community. And third, the credibility: We have found that the Roland Berger brand carries a lot of weight, whether you're securing financing or building new business relationships.

How does your involvement with the Big Girls Foundation influence your perspective on entrepreneurship and responsibility?

Maximilian: We trust each other and work as a well-rehearsed team. And our social engagement influences how we lead. Taking responsibility for others, in this case, girls and women in Africa, taught us a lot.

You realize quickly that everyone brings their own story to work. That is why we always try to have an open ear for our team’s concerns. We’re hiring, investing in training, and fostering a culture of continuous growth. For us, social responsibility starts within the firm — by creating a supportive environment where people can develop and thrive.

Johannes: And we also use our network and financial resources to continue supporting our projects in Africa.

A heartfelt thank you to Johannes and Maximilian for sharing insights into their remarkable journey. We wish you all the best for the future with Gen2 Capital Partners and look forward to staying in touch!