MARTIN KRILL

CEO, Managing Partner

Contact for the Industry Digital & Technology – in particular for the Software, Technology Solutions, IT & Cybersecurity and Network & Telco’s sectors as well as Professional Services.

Hager_Martin Krill

Phone: +49 69 95092-0
Office: Frankfurt/M.
Email HAGER: martin.krill@hager-consulting.com
Email HORTON: martin.krill@horton-germany.com

Structure, dynamism and vision characterize Martin Krill, who has played a key role in shaping and advancing HAGER Executive Consulting as Managing Partner since 2004. It is no coincidence that he has successfully completed projects involving particularly difficult-to-fill positions at executive level. He scores highly in senior sales and management positions thanks to his outstanding sales instinct. He attaches great importance to ensuring that the result is a real win-win situation for everyone involved. 20 years of experience in top-level recruitment, excellent knowledge of human nature, entrepreneurial spirit and an eye for the big picture make him a strategic partner in executive search.

Get to know a forward-thinking and empathetic designer.

Industry experience:

Martin Krill has been intensively involved in the IT sector since the 1990s. Within HAGER Executive Consulting, he has built up work with and for companies in this sector into a key division. Today, as managing partner, he fills key positions in numerous industries - with technical expertise and strategic vision.

Professional development:

  • Training as a bank clerk
  • Studied business administration
  • 1999 HAGER Executive Consulting
  • Managing partner of HAGER Executive Consulting since 2004

Languages:

  • German
  • English
  • Spanish (basic knowledge)

 

Services

Industries

Software
Technology Solutions
IT & Cybersecurity
Network & Telco’s
Professional Services.
Hager_Martin Krill

Phone: +49 69 95092-0
Office: Frankfurt/M.
Email HAGER: martin.krill@hager-consulting.com
Email HORTON: martin.krill@horton-germany.com

Message to Martin Krill

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The Due Diligence Private Equity Still Gets Wrong: Human Capital

The Due Diligence Private Equity Still Gets Wrong: Human Capital

Most due diligences can slice the numbers a thousand ways. Markets, models, margins – all dissected surgical precision. But the one factor that decides whether any of it turns into performance — the people expected to deliver — is still often checked last, or lightly, or not at all.

Here’s the quiet contradiction in private equity: Financial DD predicts potential. Human Capital DD predicts reality. And the gap between the two is where value is most often lost.

The due diligence that private equity still underestimates: human capital

The due diligence that private equity still underestimates: human capital

In private equity, financial and commercial due diligence primarily analyse potential. However, whether this potential is realised is decided solely by the organisation that is to implement it. Human capital due diligence reveals whether leadership, roles and culture are actually capable of delivering value enhancement plans – or whether this is precisely where the latest and most expensive loss of value occurs.