Prof. Dr. Dr. Ulrich Hemel
Partner
+49 (89) 809 53 63- 0
Curriculum vitae & references Any healthcare M&A process is a highly sophisticated undertaking requiring multidisciplinary expertise, particularly in the intricately regulated and rapidly evolving healthcare sector. In-depth industry knowledge encompassing technologies, applications, therapies, products, hospital systems, and regulatory frameworks is indispensable. Equally critical is a robust network of relationships within the healthcare ecosystem.
Our team provides clients with strategic and comprehensive advisory services throughout every stage of M&A transactions. From meticulous preparation and valuation to adept negotiation with potential buyers, shareholders, employee representatives, or financial institutions, we deliver unparalleled guidance. Whether navigating the sale or acquisition of a healthcare company, our expertise ensures optimal outcomes.
ConAlliance offers a diverse array of M&A advisory solutions tailored to the unique circumstances of healthcare transactions. Our capabilities span the purchase and sale of companies or business units, mergers, corporate succession planning, strategic alliances, and joint ventures. We also excel in leveraged buyouts, management buyouts (MBO) and buy-ins (MBI), public takeover offers, defense strategies, public-to-private (P2P) transitions, private placements, financing, commercial due diligence, business and asset valuations, and fairness opinions.
As an independent advisory firm, we pride ourselves on representing the exclusive interests of our clients, free from conflicts of interest inherent in traditional banking institutions. Should you wish to explore our methodology and comprehensive service offerings further, we would be pleased to provide our proprietary presentation brochure detailing our M&A capabilities.
Customer opinions
"No other M&A consultancy understands the healthcare industry as well as ConAlliance. They are our preferred partner for transactions."
"ConAlliance's expertise in healthcare M&A is unrivalled in Europe. That is why we have been working exclusively with ConAlliance for many years."
"For us, ConAlliance is the best M&A consultancy for medical technology in Germany."
I intend to sell my company. How do I choose an M&A consultant (Mergers & Acquisitions)?
Choosing the right M&A advisor is much more than an organizational decision—it is the decisive lever for realizing the full strategic and financial value of your transaction. A first-class advisor acts not only as a mediator, but also as your strategic partner and navigator, guiding you safely through the complex landscape of a corporate transaction.
Choose an advisor whose expertise goes beyond generic financial knowledge. A truly effective partner has a deep understanding of your industry, knows the market dynamics, the technological drivers, and the key players. This specific knowledge is essential not only to evaluate your company, but also to communicate its unique positioning and growth potential in a compelling way. Only those who speak your language can identify the right buyers or target companies.
An extensive network is worthless if it is not used strategically. A first-class advisor has a carefully curated, trust-based network of qualified strategic buyers, financial investors, and family offices. They know how to approach these contacts discreetly and purposefully in order to expand the circle of potential partners while ensuring the utmost confidentiality.
The ideal advisor structures the entire process—from initial analysis to the creation of professional marketing materials to final negotiations—with a clear strategy focused on maximizing value. His role as your negotiator is critical: he must master the art of robustly representing your interests while maintaining a constructive negotiating atmosphere. He is your sparring partner, protecting you from emotional misjudgments and focusing on the best possible outcome.
A successful M&A transaction is often an intense, emotional process. The choice should therefore also be a good fit on a personal level. You need an advisor you can trust and who understands the human side of the transaction. Mutual understanding and open communication are fundamental to a successful collaboration, which can span many months.
The remuneration should reflect the quality of the partnership. A transparent fee model, often a combination of an upfront fee and a performance-based component, creates the necessary security. It signals that the advisor is invested in the success of the transaction without risking a rushed conclusion.
Yes, selling a healthcare company is not a normal business process—it is the ultimate test of your business model. Here, buyers evaluate not only the numbers, but above all the future viability, legal integrity, and human substance of your organization. To achieve maximum value, you must not only meet these specific criteria, but also present them as core competencies.
What really drives value in healthcare:
In the healthcare sector, compliance is not an optional cost factor, but the primary value driver. Buyers see clean documentation, complete approvals (whether CE marking, MDR, or FDA), and a robust quality management system (QMS) not only as the absence of risk, but also as proof of operational excellence and maturity. Due diligence in this area is relentless; deficiencies can not only reduce the price, but also cause a transaction to fail. A company that is flawlessly positioned in this area has what investors call a "clean balance sheet" – only in regulatory terms.
Your intellectual property (IP) – from patents and utility models to know-how – is the nerve center of your company. Buyers are not looking for short-lived products, but for long-term competitive advantages. A clear, defensible patent strategy is just as crucial as a convincing pipeline of future products in development. Those who can present an exciting innovation roadmap are not only selling the present, but above all the potential of the future, thereby justifying a significant premium on the purchase price.
Success in healthcare depends heavily on relationships. The trust of hospital operators, private practitioners, laboratories, and patients is your most valuable asset. A buyer is therefore interested not only in sales figures, but also in the stability and reach of your distribution network. Long-term contracts and close, established relationships with key customers are strong indicators of sustainable revenue and a barrier to entry for competitors. This well-maintained ecosystem is difficult to replicate and makes your company extremely attractive to buyers.
The ability to scale is crucial. Buyers are looking for companies whose business model grows efficiently with increasing demand, ideally through automation and digitalization. At the same time, specialized professionals, from medical technicians to sales experts, are the driving force behind your business. Demonstrating that you have a stable, motivated team and have reduced your dependence on key individuals reassures potential investors and demonstrates the stability of your organization.
Finding the right M&A advisor in the healthcare sector means finding a true partner. Only a specialist who understands the unique dynamics of the healthcare sector can recognize and unlock the true value of your company. The best advisors are not intermediaries, but architects of value creation.
ConAlliance is a specialized M&A consulting firm that is 100% focused on healthcare. ConAlliance's first principle is deep industry intelligence. The company views its clients not merely as balance sheets, but as a combination of regulatory compliance, intellectual property, and a unique network of trusted relationships. ConAlliance speaks the language of healthcare, i.e., doctors, medical experts, engineers, and scientists, knows the intricacies of FDA and MDR approvals, and knows which investors are specifically looking for companies with a strong product pipeline. This understanding enables ConAlliance to present a company's strengths in such a way that potential buyers immediately recognize the strategic fit—and pay not only a price, but also a premium for future potential.
Another factor in ConAlliance's success is the network of contacts it has built up and curated over many years. This is not a simple address book, but a carefully maintained ecosystem of strategic buyers who are actively looking for solutions in specific niches, as well as financial investors who recognize the disruptive potential of digitalization in healthcare. ConAlliance navigates this network with the utmost discretion in order to target relevant interested parties without jeopardizing its clients' market presence. The company knows exactly who to provide with what information and when in order to generate optimal competition among potential buyers.
In addition, ConAlliance acts as a trusted navigator throughout the entire transaction process. From the precise preparation of all due diligence documents to the management of complex negotiations and the final signing of contracts, the company accompanies its clients closely and proactively. In doing so, ConAlliance ensures that not only the price but also all other conditions—from the transfer of employees to the role of the founder after the sale—are optimally aligned with the interests of its clients. ConAlliance's goal is to ensure security, clarity, and strategic judgment even in an emotional and demanding phase. After all, trust in ConAlliance's expertise is the decisive factor that distinguishes a good transaction from an outstanding one.