Chemical Companies

Need a Bold New

Approach to Value
Levers - April 2021
By Andreas Gocke, Marcus Morawietz, Udo Jung and Adam Rothman

1 CHEMICAL COMPANIES NEED A BOLD NEW APPROACH TO VALUE LEVERS - APRIL 2021
A raft of powerful and structural challenges to the
chemical industry has surfaced, in part, but not entirely,
because of the COVID-19 pandemic. While the industry
has already had to deftly navigate product
commoditization, shifting consumer attitudes and
regional preferences, and regulatory changes over many
decades, the dynamics today are unique and more
potentially disruptive than ever before. Taken as a whole,
they affect the entire value chain and are driving a
tectonic shift in the chemical industry that has been a
long time in the making.

Because these challenges and their impact are tightly

interconnected, chemical companies must take steps to
view them holistically, navigate them, and find ways to
benefit from them. That will mean a complete
reexamination of how value is generated in light of the
new pressure points the companies face. And they must
be certain that these reoriented value levers are
operational and targeted, combined with clear metrics to
determine their efficacy while supporting objectives for
future growth.
2 CHEMICAL COMPANIES NEED A BOLD NEW APPROACH TO VALUE LEVERS - APRIL 2021
 Uncertain Looming Demand and Equally threatening to volume and profitability are
reductions in the amount of chemicals needed for
Profitability Cliffs specific customer applications, a trend propelled by
customers themselves. Aided by digitization, customers,
The primary challenge that many chemical companies especially industrial manufacturers and makers of
face is volatile and often declining demand, a trend that consumer products, are developing in-house capabilities
will affect chemical segments and applications differently. to better assess the value, quality, and quantity of
Between 2015 and 2019, median chemical company sales materials and products they are buying from chemical
gains held at 3.8% per year, virtually in line with global companies. With more knowledge about their specific
GDP growth. But many chemical companies—particularly needs, customers can more easily switch chemical
those targeting the European and North American suppliers based on reliable apples-to-apples cost and
markets—cannot expect that type of growth anymore. product comparisons, thereby influencing chemical prices
and the composition of chemical products with more
Indeed, chemical companies’ value creation is already certainty than before. Similarly, customers can
showing troubling signs. For the past two decades, total increasingly make educated decisions and be proactive
shareholder return in the chemicals sector has not only about replacing chemicals’ current ingredients with more
lagged behind the average of all industries but also sustainable ones.
behind the results of its key customer sectors, including
construction and nondurable consumer items. (See Global issues are also undermining chemicals’
Exhibit 1.) By this metric, chemical companies have profitability. Such issues include trade wars, local content
outpaced only the auto industry. regulations, minimal IP protections for chemical
companies in some countries, and a growing consensus
Exhibit 1 - Chemicals’ TSR Falls Below Average Across that long-distance shipments of high volume/low value
Key Customer Industries, Except Automotive products are wasteful and environmentally unsound. All

Source: BCG Value Science. of these things collectively shift the contours of chemical
1Includes agrochemicals and industrial gases.
production and distribution from a global to a more
regional profile.
Why the concern about the chemical industry? One
explanation is “chemophobia,” an especially relevant
worry for segments that supply chemicals for consumer New Demand Pockets Are a
goods products, including single-use plastics. Worried
about their health and the environment, some consumers Double-Edged Sword
Whyarethe concern
seeking about
alternatives the chemical
for products industry? One explanation is “chemophobia,”
that contain high
amounts of chemicals. Reacting to this, some chemical On the plus side, chemical companies can find some
an especially
companies arerelevant
beginning toworry for
take steps segments
to adopt circular that supply
comfort in thechemicals foremerging
potential for new consumer demand
economy methods, which involve continuous recycling of pockets. For instance, chemical-related products and
goods products,
feedstock including
and materials throughoutsingle-use plastics. solutions
the production Worried aboutto their
are poised play an health and
essential role the
in the
process, reducing energy and resource consumption. energy transition from fossil fuels to renewables. To
environment, some
However, although consumers
recycling are seeking
at scale is imperative, for alternatives
illustrate, in the for products
automotive arena,that contain
the shift toward
chemical companies it will constrict virgin feedstock electric vehicles (and possibly hydrogen-powered cars)
highdemand
amounts of volume
and other chemicals.
flows. Reacting to this, and some chemical
autonomous companies
driving arethe need for
will sharply reduce
certain plastics used in fuel tanks and under-the-hood
beginning to take steps to adopt circular economy methods, which involve
3 CHEMICAL COMPANIES NEED A BOLD NEW APPROACH TO VALUE LEVERS - APRIL 2021
continuous recycling of feedstock and materials throughout the production process,
applications. But at the same time, EVs will require a wide Moreover, the coronavirus pandemic has exacerbated
range of new chemicals-driven solutions for batteries, some of the pressures on chemical companies. For
vehicle lightweighting, electrical components, and instance, the virus amplified the need for more resilient
thermal insulation. global supply chains—chiefly, more regional
manufacturing and distribution—as mid- and
Similarly lucrative new demand pockets will also emerge long-distance shipments were hindered. And with
in other industries. But these new markets are anything face-to-face sales more difficult, only those chemical
but easy wins for chemical companies. To improve their companies that had already digitized go-to-market and
attractiveness and applicability, chemical companies will sales activities and adopted digital customer
have to develop fresh sets of skills to rapidly enhance collaboration tools were at a distinct advantage.
chemical properties and functionalities. For example,
polymers and adhesives used in mobile communication
devices will not only have to meet structural Reexamining Value Levers
specifications as they do today but also be much lighter.
That’s how they will satisfy new equipment requirements The extent of the interconnected driving forces pressuring
designed to minimize interference and enhance the chemical industry is broad and complex. To address
performance without adding weight. these forces, chemical companies may need to take a
bold step: reassess the seven core value levers that most
Because of the deepening competitive landscape, induce growth in the industry, reorienting them to
chemical companies are facing a tough battle for these support planned initiatives and transformation efforts
new demand pockets. Many of today’s materials and (if any) and to overcome the current disruptive
manufacturing advances involve contributions from challenges. (See Exhibit 2.) By reexamining these value
multiple industries and technologies, combining levers, chemical companies can accomplish a series of
digitization, artificial intelligence, and “ecosystems” of critical and interwoven goals.
companies to streamline value chains. In these
arrangements, the revenue and profit streams for Exhibit 2 - The Next Generation of Value Levers for
chemical companies are less favorable than before. A Activating Growth Strategies in Chemical Companies

Expand existing value Create new value Steer performance

Transform traditional Develop new value Build new portfolio

1 business intelligence
3 offerings
6 models

Create new ways of Craft innovative Develop new

2 measuring value
4 business models
7 governance models

Create new investment

5 and resource allocation

prominent example is the 3D printing market, in which Source: BCG analysis.

software, solution, and equipment providers are the
center of value generation and power, while standardized The first is to focus on expanding existing value by
polymers—the essential medium for the printing improving and modernizing business intelligence (BI)
activities—from different chemical players are and developing new ways to measure value
interchangeable. (value levers 1 and 2). The second is to create new value
through fresh offerings from new business models,
Whether chemical companies can take advantage of the driven by new investment and resource allocation
new demand pockets and monetize innovation will paradigms (value levers 3, 4, and 5). The third is to steer
depend in part on how much they embrace digital performance by transforming portfolios to better reflect
solutions. To expand product properties and applications, changing value chains and end industries, while designing
chemical companies will need to adopt data new governance frameworks to support critical business
accumulation and analysis tools for market intelligence. models and operations (value levers 6 and 7).
Thus far, companies have generally not adopted
digitization sufficiently to readjust their business models Let’s examine each of the seven value levers in turn.
to meet the emerging challenges.

4 CHEMICAL COMPANIES NEED A BOLD NEW APPROACH TO VALUE LEVERS - APRIL 2021
1. Transform traditional business intelligence into •D
 o you have end-to-end supply chain information
value chain oriented, “always-on” radar. and metrics (including customers and suppliers) for
your most relevant value chains?
Today, business intelligence at chemical companies often
has a product-dominated bias and tends to downplay the •D
 o you know the “innovation pivot areas per value
importance of gathering essential information about chain”? Where in your different value chains are the
growth-producing activities across the value chain. Such key specifications being defined? Are you in the
activities include customer applications, possible position of a “specification taker” or can you shape
regulatory changes, and shifting customer attitudes and application and product specifications in your value
preferences. Moreover, the supply and demand chains?
disruptions caused by COVID-19 also revealed substantial
BI gaps in external supply-chain-related customer and •D
 o you have a clear view on which kinds of value
supplier data. your products are providing to your customers’
products, devices, and solutions while “in use”? Do
By enhancing the capabilities of their BI systems, you have a view on how to measure the “product-in-
chemical companies will be able to better target product use contribution”?
and service offerings to match their skills, expertise,
traditional market strengths, and shifts in customer •D
 o you clearly know the “compromises and pain
needs. Such changes include, for example, polymer- points” customers incur when doing business with
related demand as automakers increase their output of your company?
electric vehicles. Moreover, companies with enhanced BI
will be in an excellent position to add value by •D
 o you have a clear idea of the implications of
streamlining the value chains they operate in as well as digital initiatives on your customers and your
reducing their number to some degree. It may be more customers’ customers? How will these change your
valuable to be a “core partner” in a few concentrated go-to-market models?
high-precision value chains, providing innovation and
specialization for sustainability practices, as opposed to •D
 o you have a good understanding of the potential
being a peripheral commodity provider in many different new-growth pockets driven by downstream
ones. innovation and likely regulatory changes?

The following are key questions that chemical executives •D

 o you have a clear view on changing downstream
might ask themselves as they reposition their business value chains driven by technology changes and/or
intelligence. industry convergence (for example, automotive
battery value chains, closed-loop recycling value
Questions for Transforming Your Business chains for food packaging, etc.)?
Intelligence
•D
 o you have a target picture for your specific
•D
 o you have full transparency on a granular level of business segments regarding what “zero CO2
the key customer value chains that you are serving? emissions (downstream) and circular economy at
(That is, not the automotive industry, but rather the scale” will really entail? Which of your current
EV battery value chain; not the construction business segments will face “end of volume growth”
industry, but rather the buildings’ decorative coating and by when?
value chain).
• H
 ow can your innovation efforts contribute
•C
 an you identify the likely “demand cliffs” and to a greatly increased utilization of
“growth pockets” in each value chain that you are downstream products? (five- to ten-fold
operating in? durability, precise product-in-use measurement,
close to 100% recyclability, etc.)
•W
 hat is the status of your “business risk
intelligence” in your value chains? This includes 2. Create new value metrics that go beyond
both potential logistics and supply risks but also financial reporting.
regulatory and customer sentiment risks (for
example, are you fully aware of your product ratings Performance metrics often are rather narrowly focused on
in end customer apps like Code Check?). typical balance sheet and profitability items, which look
backward. As a result, they fail to provide sufficient
• I s your current business intelligence approach information and guidance for portfolio, technology,
dominated by a product focus? (“We are number two operations, and people decisions relevant to current
in XYZ chemical!”) chemical industry conditions.

5 CHEMICAL COMPANIES NEED A BOLD NEW APPROACH TO VALUE LEVERS - APRIL 2021
A much more useful and enlarged set of standardized skills and capabilities by job profile and across the
value metrics for the chemical industry should be company—in other words, are you doing strategic
centered on three goals: workforce planning?

a) Making ESG (environmental, social, and •D

 o you know the degree to which your most relevant
governance) KPIs and targets operational, not just suppliers adhere to ESG principles?
for chemical companies’ own operations but also
for their entire value chain. •D
 o you have respective full life-cycle analyses (LCA),
including product disposition, reuse, or recycling?
b) Developing rules for CO2 footprint reduction and for
adopting circular economy principles. •D
 o you have transparency on the downstream CO2
savings enabled by your products and solutions,
c) Identifying ways to evaluate company assets that compared with the “next best alternative” (for
are often neglected; namely, employee diversity, example, in the context of insulation, lightweight,
skills, and capabilities. and durability enhancement)?

Awareness of the materiality and business relevance of •A

 re you fully aware of your ESP and CO2 related
ESG factors has grown in recent years, but metrics for ratings by the various regulatory and private bodies
gauging compliance are far from standardized. (such a DJSI, Refinitve, CSR hub, etc.)
Accounting for CO2 footprints is equally inconsistent. For
instance, some companies report carbon emissions from •H
 ave your defined and communicated a strategic
only their direct operations (Scope 1 on the Greenhouse roadmap toward specific and absolute CO2 reduction
Gas Protocol scale) and their energy use (Scope 2), while (“pathway to zero”)?
neglecting to measure Scope 3 upstream emissions,
which are generated by the production and distribution of •A
 re you fully aware and have you applied
the feedstock, intermediates, and materials they transparent product specific allocation rules for both
purchase. Since Scope 3 upstream emissions constitute recycled input material and renewables (for
more than 50% of the carbon footprint for many chemical example, mass balancing)?
companies, overlooking these numbers renders the result
useless. •A
 re you fully aware and participating in efforts to
harmonize the various ESP related metrics and
Accurate and standardized tracking of ESG metrics and accounting recommendations?
targets across chemical value chains will surely be
mandatory in the future, affecting everything from 3. Develop new value offerings, responding to
required allocation of recycled raw materials in end changes in volume growth and profit pools.
products to adhering to social standards, such as
outlawing child labor globally. Similarly, the skills and Demand and profitability cliffs on the one hand, new
capabilities of companies and their workforces, especially growth pockets on the other hand, and the full
those related to technological developments and digitization of value chains across different industries will
innovation, will increasingly be highly sought-after. compel chemical companies to focus on value growth to
Likewise, unambiguous measurement protocols will be uncork growth streams. For instance, currently the
crucial to maintain the support of stakeholders and lifetime usage of drilling machines (which contain a high
investors. amount of plastics) is only about 30 minutes. Imagine
how many fewer drills would be sold if do-it-yourself
Questions to ask when developing new standardized outlets offered in-store “drilling as a service” and drills
value metrics for ESG and internal capabilities include: were utilized about 1,000 times longer than they are now.
To make up for the impact on plastics profits, chemical
•C
 an you fully calculate the CO2 footprint of your companies might focus on providing solutions that
products—caused by both your own operations and increase the durability of power-tool casings.
purchased products and feedstock—and use these
insights to inform portfolio management, innovation Moreover, new value offerings should address how
strategy, and other important functions? products and solutions are offered. For example, chemical
companies can conduct joint product development with
•H
 ave you translated your ESG targets into specific customers using digital collaboration tools and materials
metrics and objectives and compared them with based on precise customer preferences. Or chemical
investors’ expectations and competitors’ goals? companies can use remote monitoring equipment to
track the strength, performance, and suitability of
• Have you designed metrics to provide findings about catalysts used at, say, polymer plants or refineries. With

6 CHEMICAL COMPANIES NEED A BOLD NEW APPROACH TO VALUE LEVERS - APRIL 2021
this data, chemical companies can then share insights • H
 ave you invested in value chain traceability and
with customers about their operations, recommending supplier quality assurance? And can you realize a
improvements and participating in their implementation. value premium by presenting your business to
customers as a “most sustainable supplier”?
Questions to ask when designing new value offerings
include: 4. Craft innovative business models.

•H
 ave you created new approaches to capture In order to grow and profit from—and play a crucial role
product-in-use value for your most sustainable in—the changes in industry value chains and the
products? For example, can you make a product transition into a decarbonized economy, chemical
with 30% fewer ingredients by volume that achieves companies need to improve their innovation programs
the same desired performance? That way, you could and alter their business models in three ways.
establish customer payments by the number of
products produced instead of by the amount of First, they must tackle difficult problems that will require
materials in them. Ideally, both the customer and new chemical solutions and that are going to gain in
the chemical company can come out better importance in the coming years. Among them: increasing
financially in such an arrangement. battery life cycles; implementing zero-loss energy
transmission; developing hydrogen as an energy source;
•A
 re you fully aware of the pain points and or engineering carbon capture and storage systems.
compromises customers are facing when doing
business with your company? Replace these Second, they must shift their core focus—from providing
problematic interactions with digitized approaches chemicals to offering solutions based on chemicals
for repeat business, joint business development, innovation; in other words, from volume to value delivery.
product data capturing, and the like. These solutions can come in many forms, such as
collaborating with customers on complex job sites,
•W
 hich feedstock and precursors enable enhanced guaranteeing product performance and pricing models,
durability and utilization of your products? Which providing application-specific formulations instead of
ones support substantially improved recyclability? individual chemical products, or “renting out” process
Which ones contribute to significant CO2 reduction chemicals that can be returned by customers after usage.
in the overall product life cycle, including post-use
emissions? Third, they must anticipate how customer needs might
change as global trends and requirements evolve. For
•D
 o you know which of your chemical ingredients end instance, chemical companies can create products that
up in customer products that are useless or even facilitate customer participation in the increasingly
harmful to the environment, such as in single-use important circular economy by improving the
packaging for, say, body care products used by sustainability of existing chemical applications, designing
hotels? It would probably make sense to move away for recyclability, lowering materials volume, and enabling
from these segments. lightweight solutions.

•D
 o you have a clear view on the “value hierarchy” of To better understand and creatively address customer
the applications you are serving with your products? needs, chemical companies should engage in joint
Chemical companies should segment their products research and development activities with downstream
and applications in a “value to the world hierarchy” value chain partners and be more aggressive about
along the following lines: embracing digitization as a tool to scale innovation
across value chains. In addition, they should consider
ǟ Have you defined joint innovation targets with involvement in multi-company and multi-industry
your customers to further downgauge volume of ecosystems, in which organizations—including suppliers,
ingredients? distributors, competitors, and sometimes
regulators—pool resources to more efficiently deliver
ǟ Have you defined “value capture” approaches for products and services to a wider customer base. In some
your ingredients, which enable a much higher cases—for instance, cosmetics and nutrition—chemical
durability of your customers’ products (for companies can serve as ecosystem orchestrators,
example, leasing related business models)? reaping the highest rewards for leading the network’s
product and services development and operations.
ǟ Have you defined “value capture” for your In other instances, such as applications such as additive
products, which contribute to downstream CO2 manufacturing that require strong high-technology
reduction (for example, sharing of saved CO2 capabilities, chemical companies may be better suited
surcharges downstream)? to be contributors but can still turn profits and enjoy

7 CHEMICAL COMPANIES NEED A BOLD NEW APPROACH TO VALUE LEVERS - APRIL 2021
market rewards and stability from their participation. increase production capacity of product X to regain
market leadership in China”) for building objectives that
Questions to ask when designing new innovation models are specific to value chain capabilities (“We need to
include: improve our ability to capture value in the high-voltage
renewable energy transmission ecosystem”).
• Have
 you clearly identified the pivot areas of
innovation that should garner the most attention in Third, risk-return formulas should be redesigned,
order to succeed in your most relevant value chains, particularly in light of COVID-19 supply chain disruptions
even as they change dramatically? that attempt to achieve a greater degree of diversification.

•W
 hich partners do you need to address these pivotal Questions to ask when developing new investment and
areas of innovation? resource allocation plans include:

•H
 ave you developed capabilities to orchestrate or •W
 hat percentage of your overall investments are
contribute to ecosystems in applications where the allocated toward increasing customer value and
pivot area of innovation is within your value chain improving ESG targets in a measurable way?
coverage?
•W
 hat share of your resource allocation is targeted
• I s the portion of your innovation budget that toward breakthrough and disruptive improvements?
addresses measurable ESG targets sufficient?
•D
 o you have clear investment processes and
•W
 hich innovation activities are needed to measure guidelines that support critical aspects of the
the “value in use” of your products and to capture business beyond capital expenditure, including
the fair share for your company? talent and capabilities?

•H
 ow can you best leverage digital technologies to •W
 hich percentage is improving ESG targets in a
enhance both effectiveness and efficiency of your measurable way?
innovation efforts?
•D
 o you have a process and metrics in place with
5. Create new investment and resource allocation. respect to allocation of “risk mitigation remedies”—
specifically the ability to strike the right balance
What’s needed are paradigms that go beyond capital between efficiency and risk mitigation?
expenditure. By reassessing business intelligence, value
metrics, value offerings, and innovation, chemical •D
 o you have an honest view on capability gaps and a
companies can derive new financial and resource respective “gap closure plan” (for example, in the
allocation strategies based on more relevant and accurate context of missing digital capabilities, circular
perceptions of which parts of the business to support. economy capabilities, and capabilities for
Essentially, investment decisions need to be reoriented successfully orchestrating ecosystems)?
along three dimensions.
6. Build new portfolio models centered on value
First, decision makers need a new concept of what chains, business models, and ecosystems.
company assets are and how they should be cultivated. In
today’s landscape, the idea of company assets is Business portfolios also need to be reassessed in a
expanding to include skills and capabilities for emerging multidimensional way, based in part on the insights
value chains; customer relationships; marketplace gained from new business intelligence initiatives and also
intelligence; access to regulatory policymakers; on the combination of value chains being addressed and
intellectual property and its protection; and freedom to the ecosystems that the company is involved in. Portfolios
operate in various regions. Moreover, companies need to should be analyzed through a lens of new growth pockets
go beyond the notion of “I must have full control over my and demand cliffs. All of this should form the basis for
assets” or “I need to own it all.” Instead, they should resource-allocation decisions and help make
imagine more collaborative ventures and investments determinations about which parts of the portfolio the
that target specific value chain outcomes that are core to company should retain and which parts can be shed.
their competitiveness and leave the rest to better-suited Portfolio options should include different business
partners. models that chemical companies can choose from,
depending on their market and investment strategies and
Second, decisions should be made around specific value the partnerships and ecosystems they form to further
chains that will bring the best returns. This involves facilitate shifting into new value chains.
exchanging the narrow product view (“We need to

8 CHEMICAL COMPANIES NEED A BOLD NEW APPROACH TO VALUE LEVERS - APRIL 2021
Questions to ask when developing new portfolio models Questions to ask when implementing new governance
include: models include:

•A
 re you able to define your business portfolio by end •D
 oes your company regularly assess its board
industry, value chain position, and application? composition, committee charters, and meeting
timing and scheduling for effective ESG governance
•D
 o you have a clear view of your “critical capability and digital competence?
portfolio”—that is, the competitive advantages that
should be maintained and enhanced and the •H
 ave you integrated ESG fully in governance,
competitive gaps that need to be closed? including the board’s corporate strategy discussions
and management incentive schemes?
•A
 re you able to assess your portfolio of value chains
by whether you “own positions of power”—that is, • I s sustainable business-model innovation a key
do you cover the pivot areas of innovation within the responsibility of management, supervisory, and
value chain, or are the essential innovations external advisory boards? And are these committees
removed from your areas of expertise and outside of providing input and challenging the company’s
your capabilities? “sustainable equity story”?

•C
 an you assess your business portfolio in terms of •D
 o you have annual in-depth reviews of ESG
demand cliffs versus new pockets of growth? performance, materiality, and targets?

• Are you able to evaluate your portfolio by degree of •D

 oes your board include ESG factors in enterprise
sustainability? risk management and risk tolerance discussions?
Does this include the whole supply chain and not
• What does your “portfolio of business models” look just the company’s own operations?
like in different value chains? Typical business
models driven by the new strategic imperative for •D
 oes your management consider ESG factors in all
chemical companies might be, for example: value major investment decisions, business development,
chain innovation pacemaker; most ESG compliant and innovation initiatives?
product and service provider; niche application and
product-in-use specialist. •D
 oes your leadership make ESG explicit in business
planning, target setting, performance assessment,
7. Develop new governance models. and compensation?

The combined impact of the powerful forces driving •H

 as your company committed to a management
significant shifts in the chemical industry—namely, board-signed statement of corporate purpose?
digital transformation, geopolitical changes, and the
increasing relevance of sustainable offerings and •D
 oes your company release an integrated ESG
operations—compel companies to focus more on good report?
corporate governance. One option is adding
nongovernmental organization (NGO) leaders to formal Clearly, chemical companies have their work cut out for
governance bodies (such as the board of directors) to them. Changes in their industry are coming quickly now,
diversify decision making. and they will be long-lasting and have a deep impact. To
successfully transition into—and, better yet, lead in—the
Another noteworthy approach is to appoint more advisory new future they face, chemical companies must reassess
boards that include experts weighing in on digital, and reorient value levers more quickly and seriously than
environmental, and business model innovation strategies. ever before.
Such committees could also include people from
chemical customer industries and NGOs. Although these
boards may lack statutory authority, they should be given
complete independence to offer opinions and direction,
even to contravene top management points of view—and
management should be mandated to take these boards’
direction seriously. Chemical companies that have
established external advisory boards often use them to
focus on keeping the company aligned with its stated ESG
policies and goals.

9 CHEMICAL COMPANIES NEED A BOLD NEW APPROACH TO VALUE LEVERS - APRIL 2021
 Authors Managing Director & Senior Partner
Andreas Gocke
Munich
Authors Managing Director & Senior Partner
Andreas
Munich
Andreas Gocke Gocke
Managing Director
Managing & Senior Partner
Director & Senior Partner
Marcus
Munich Morawietz
Munich Director & Senior Partner
Managing
Marcus
Frankfurt
Marcus Morawietz
Morawietz
Managing Director
Managing & Senior Partner
Director & Senior Partner
Frankfurt
Marcus Morawietz
Frankfurt
Managing Director & Senior Partner
UdoUdo
Jung Jung
Frankfurt
Senior
Senior Advisor
Advisor
Frankfurt
Udo Jung
Frankfurt
Senior Advisor
Adam Rothman
Udo Jung
Frankfurt
Managing Director and Partner
Chicago
Senior Advisor
Frankfurt
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