Mr. Koch, you are a lawyer and founder of your own law firm. Your professional beginnings, however, lie in a different field.

That's correct – I started my career as a plastics engineer and business economist. I come from a medium-sized entrepreneurial family and was active in industry before my legal career, most recently as a plant manager. I later studied law as a second degree. I can now look back on more than 20 years of experience as a commercial lawyer: I was a partner at medium-sized German as well as large international law firms. Most recently, I spent over nine years as an Equity Partner at Ernst & Young, focusing on corporate law, M&A (mergers and acquisitions), and capital markets law.

What prompted you in 2022 to leave the world of large law firms and found your own company?

I genuinely enjoy legal work, especially complex legal issues. At large firms, however, internal politics and coordination processes often consume a great deal of time and resources, which is less enjoyable. By founding my firm, Koch Rechtsanwaltsgesellschaft mbH, I get the best of both worlds. Thanks to the extensive network I have built up over the decades, it made perfect sense to realize a boutique concept.

What areas do you specialize in?

Corporate and finance law are our bread and butter. My expertise in M&A and corporate law is invaluable here. Another strength lies in innovative legal structuring: we can implement projects without a blueprint, starting from scratch. Since we can draw on diverse specialists and their expertise as needed, we are able to approach complex projects holistically. And although many of our clients come from the SME sector and the public sector, we have the capital markets expertise and experience to handle demanding projects for listed companies as well.

In an earlier conversation, you mentioned your role as a "sparring partner." What does that mean?

Especially when dealing with medium-sized companies, personal relationships and trust are just as essential as professional expertise. You quickly become more than just a legal advisor; I am often asked for a personal assessment or even to help shape decisions. Here, as a lawyer, you must – and may – think beyond the classic boundaries of a mandate.

Succession planning is certainly a key issue in the SME sector?

That's true. It's worth looking at the topic from a bird's-eye view first, because succession planning is itself part of the M&A business. For entrepreneurs, it makes sense to clarify all options and explore possibilities outside the family. External management, MBI/MBO, or a sale to strategic or financial investors can all be highly attractive. Careful preparation of the succession process is essential in any case. Reputational and legal risks arising from a lack of compliance – i.e. where applicable law has not been observed – are also a significant issue. In such cases, the company often first needs a suitable compliance system.

What measures are decisive here?

The first step is always to analyze what is relevant for the company, including a subsequent prioritization. The next question is how to implement and structure the measures so that compliance does not become a paper tiger, while placing as little burden as possible on the company and its employees. When applied correctly, compliance can even become a competitive advantage: a company that not only meets ESG requirements but actively promotes genuine sustainability – and can demonstrate this – can, for example, score points with banks and often obtain capital on more attractive terms. We highlight these kinds of opportunities time and again.

Source: Smart Rechtsguide, a publication by Smart Media, September 2025, p. 15