{"id":547,"date":"2025-05-29T19:00:00","date_gmt":"2025-05-29T19:00:00","guid":{"rendered":"https:\/\/andreeamelinti.com\/?p=547"},"modified":"2026-03-06T19:52:37","modified_gmt":"2026-03-06T19:52:37","slug":"exclusive-interview-torge-barkholtz-is-rethinking-sme-succession-through-operator-led-investing","status":"publish","type":"post","link":"https:\/\/andreeamelinti.com\/?p=547","title":{"rendered":"Exclusive Interview: Torge Barkholtz is rethinking SME succession through operator-led investing"},"content":{"rendered":"\n
Torge Barkholtz doesn\u2019t deal in jargon. Nor does he try to dress up succession investing with flashy growth projections or hollow promises. What he\u2019s building at Novastone Partners is far subtler and, arguably, far more ambitious: a re-engineering of how ownership changes hands in the often-overlooked world of SMEs.<\/strong><\/em><\/h5>\n\n\n\n

A founder with ventures spanning gourmet food, clean mobility, and sustainability, Barkholtz now operates at the intersection of entrepreneurship and private equity. \u201cThis is my sweet spot,\u201d he says. But his entry into the space came with a different lens. \u201cMy background is entrepreneurial, but I\u2019ve always been eager to learn and adapt.\u201d<\/p>\n\n\n\n

<\/p>\n\n\n\n

From builder to steward<\/strong><\/h4>\n\n\n\n

Barkholtz didn\u2019t just join Novastone Partners, he helped shape it. \u201cI co-founded the company and built it up together with Christian Malek,\u201d he explains. But he\u2019s quick to credit what came before. \u201cThe most important part, the Novastone Capital Advisors structure, was already live. That foundation was crucial.\u201d<\/p>\n\n\n\n

What makes the platform unique, he says, is its capacity to marry entrepreneurial drive with institutional scaffolding. \u201cWhen you set up a startup, you don\u2019t have anything. You build from zero. Now I can rely on a sector and private equity experts with a track record. It\u2019s like Wonderland to me.\u201d<\/p>\n\n\n\n

At the heart of Novastone Partners\u2019 approach is the Operator \u2013 a mid-career professional, often with 15 to 20 years of industry experience, who searches for a company, leads the acquisition, and steps in as CEO.<\/p>\n\n\n\n

\u201cThey don\u2019t want to start a startup,\u201d Barkholtz says. \u201cThey want to take over something and build it. It\u2019s a different mindset. You need to be robust.\u201d<\/p>\n\n\n\n

This model brings the buyer and the seller into alignment. \u201cSellers are a little bit suspicious sometimes of traditional private equity,\u201d he explains. \u201cThey want to keep their legacy. And with our mid-career professionals, they see their successor. It sounds romantic, but it\u2019s reality.\u201d<\/p>\n\n\n\n

Operators are incentivised to stay for the long haul. \u201cThey get 10% at the beginning. If they reach KPIs, like a certain IRR threshold, they get another 10%. So they\u2019re truly owners.\u201d <\/p>\n\n\n\n

<\/p>\n\n\n\n

Structure behind the soul<\/strong><\/h4>\n\n\n\n

The Operator model addresses one of private equity\u2019s biggest PR problems: its image as impersonal, extractive, and short-termist. \u201cThis is a new generation of ownership, a new generation of leadership,\u201d Barkholtz says. \u201cThey\u2019re not consultants. They\u2019re not interim. They\u2019re owners.\u201d<\/p>\n\n\n\n

And when Novastone Partners exits? \u201cEven when we are out, they are still in. That\u2019s the point.\u201d<\/p>\n\n\n\n

Operators are supported by the 50+ person team at Novastone Capital Advisors across legal, M&A, HR, data, and portfolio management. \u201cYou\u2019re not doing it alone,\u201d Barkholtz says. \u201cYou have a team, you have data, you have people who know the game.\u201d<\/p>\n\n\n\n

That support begins long before a deal closes. Each year, roughly 3,500 professionals apply to join the programme. Over a three-month selection period, they undergo a seven-stage assessment \u2013 from aptitude and leadership testing to in-depth interviews. Only around 1% make it through. \u201cIt\u2019s intense,\u201d says Barkholtz. \u201cBut by the end, we know our Operators extremely well. Their strengths, their weaknesses. It\u2019s not a black box.\u201d<\/p>\n\n\n\n

Successful candidates then spend up to 24 months searching for a business, while being closely supported and observed by the Novastone Partners team. The result? Deep mutual trust, well before any acquisition ever takes place.<\/p>\n\n\n\n

<\/p>\n\n\n\n

A decentralised model for a fragmented market<\/strong><\/h4>\n\n\n\n

Novastone Partners focuses on SMEs with $3m to $10m EBITDA, recurring revenues, and a clear leadership gap.<\/p>\n\n\n\n

\u201cThese are profitable companies with no succession plan,\u201d Barkholtz says. \u201cWe don\u2019t do restructuring. It\u2019s not about keeping everything like it is. It\u2019s about development.\u201d<\/p>\n\n\n\n

He describes their CEOs as hands-on, team-first operators. \u201cNot someone in a corner office. Someone who walks the floor.\u201d<\/p>\n\n\n\n

While Novastone Capital Advisors operates across Europe and North America, operators search locally. \u201cSomeone in Spain looks for a company in Spain. Someone in Poland looks in Poland,\u201d he explains. \u201cLanguage is the most critical thing.\u201d<\/p>\n\n\n\n

Still, the centralised RAIF fund structure in Luxembourg supports cross-border deals. \u201cFrom our European side, we\u2019re focusing on European investments. Our US team does the same across North America.\u201d<\/p>\n\n\n\n

The firm also leverages a growing internal data engine, compiled from every operator\u2019s sourcing journey. \u201cWe don\u2019t do free deal sourcing. But every deal search feeds into our database. It\u2019s all about building knowledge.\u201d<\/p>\n\n\n\n

<\/p>\n\n\n\n

Dealmaking & development<\/strong><\/h4>\n\n\n\n

Asked what really drives value, Barkholtz doesn\u2019t hesitate: \u201cIt\u2019s not just managing. It\u2019s developing.\u201d<\/p>\n\n\n\n

Operators bring sector-specific insight. NCA brings structure. Together, they deliver transformation that extends beyond the balance sheet and into company culture, workforce stability, and customer confidence.<\/p>\n\n\n\n

\u201cThere\u2019s a succession crisis rolling towards us,\u201d he says. \u201cAnd customers, vendors, employees want to know that a company has a future. That it\u2019s not being hollowed out.\u201d<\/p>\n\n\n\n

Novastone Partners is sector-agnostic but cautious. \u201cWe avoid capital-intensive industries and hyper-growth tech,\u201d Barkholtz notes. \u201cWhere we shine is in business services, MedTech, HealthTech, and engineering.\u201d<\/p>\n\n\n\n

It\u2019s less about the product, more about the potential. \u201cYou have to look at the risk profile of the company \u2013 how tariffs, regulation, or politics could affect growth. It\u2019s about making good calls, not just good deals.\u201d<\/p>\n\n\n\n

<\/p>\n\n\n\n

Private equity, with empathy<\/strong><\/h4>\n\n\n\n

For Barkholtz, the real differentiator is intent. \u201cI challenge the idea that private equity is always short-term or clinical,\u201d he says. \u201cOur operators are not financially pushed. They\u2019re driven by experience and empathy. They don\u2019t lead with Excel sheets. They lead with common sense.\u201d<\/p>\n\n\n\n

He returns to a central theme: \u201cIt\u2019s all about taking responsibility.\u201d<\/p>\n\n\n\n

With 23 acquisitions already closed, and more on the horizon, Novastone Partners is building a new playbook for the generational handover of Europe\u2019s business backbone.<\/p>\n\n\n\n

In Barkholtz\u2019s world, private equity is neither a saviour nor a villain. It\u2019s a tool that works best when handled by people who know the weight of legacy. <\/em><\/p>\n\n\n\n

<\/p>\n\n\n\n

Originally published here<\/a>.<\/p>\n","protected":false},"excerpt":{"rendered":"

Torge Barkholtz doesn\u2019t deal in jargon. Nor does he try to dress up succession investing with flashy growth projections or hollow promises. What he\u2019s building at Novastone Partners is far subtler and, arguably, far more ambitious: a re-engineering of how ownership changes hands in the often-overlooked world of SMEs. A founder with ventures spanning gourmet […]<\/p>\n","protected":false},"author":2,"featured_media":548,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":true,"jetpack_social_options":{"image_generator_settings":{"template":"highway","enabled":false},"version":2}},"categories":[19],"tags":[18,15],"class_list":["post-547","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-portfolio","tag-business","tag-special"],"jetpack_publicize_connections":[],"yoast_head":"\nExclusive Interview: Torge Barkholtz is rethinking SME succession through operator-led investing - Andreea Melinti<\/title>\n<meta name=\"description\" content=\"Torge Barkholtz doesn\u2019t deal in jargon. 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