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.
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.
Curriculum Vitae of Martin Krill
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.
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
Der teuerste Fehler im Private Equity: Digitalisierung wie ein IT-Projekt zu behandeln
Digitalisierung scheitert selten an Technologie – sondern an Führung. Viele Private-Equity-Häuser behandeln digitale Transformation noch immer wie ein IT-Upgrade und übersehen, dass wahre Skalierung aus Entscheidungsfähigkeit, Datenkultur und klarer Führung entsteht. Die teuersten Wertverluste entstehen nicht durch fehlende Tools, sondern durch Organisationen, die zu langsam entscheiden, zu wenig Transparenz zulassen und kulturell nicht bereit sind für echtes digitales Momentum.
The Most Expensive Mistake in Private Equity: Treating Digitalization Like ITDigitalization & IT
PE firms don’t lose value because technology is missing — they lose value because digitalization is treated like an IT upgrade instead of a leadership discipline. Here’s why digital maturity has become a core valuation factor.
Management Teams as Value Drivers
After closing, it becomes clear that it is not capital or strategy, but the management team that determines success. Studies show that targeted investments in leadership significantly increase returns.
Successful teams act decisively, take responsibility, integrate acquisitions and actively shape change. Leadership is not a secondary factor, but rather the decisive lever for sustainable value creation. Capital creates speed – leadership delivers results.