“Our clients gain immediate access to markets with double‑digit growth rates.” Interview with Dr. Sebastian Theopold

Munich Strategy merges with the U.S.‑American consulting firm Ducker Carlisle.
In our conversation, Dr. Sebastian Theopold, founder of Munich Strategy and President of Ducker Carlisle Europe, outlines the strategic considerations behind the merger. He explains why now is the right time for this alliance and what advantages it offers to clients and employees.

“European hidden champions today need three things simultaneously: international market access, highly specialized expertise, and top talent.”

What were the reasons behind the merger with Ducker Carlisle?

Theopold: European hidden champions today need three things simultaneously: international market access, highly specialized expertise, and top talent. With our merger, we combine 60 years of industry expertise in construction, industrial manufacturing, and automotive – which instantly gives us the capacity to deliver all of this. At the same time, our personal, client‑focused approach remains a counterpoint to faceless consulting mills.

What does the merger bring for Munich Strategy’s clients?

Theopold: In short: We multiply impact and growth. Our clients immediately gain access to markets with double‑digit growth rates – such as the USA (+7.5 %) or India (+11 %) – and benefit from over 200 consultants across ten global locations from Detroit to Bengaluru to Munich. While 67 % of German mid‑sized companies actively seek pricing expertise but only 20 % have that know‑how in‑house, we provide a highly specialized pricing team from day one. Additionally, we expand our offerings to include operations excellence, AI‑based solutions, and supply‑chain optimization.

Why was now the right time for the merger?

Theopold: In an increasingly complex world, mid‑sized companies face bigger waves: internationalization, price‑driven growth, resilient supply chains, and transactions are becoming ever more critical for both corporates and private-equity investors. Our merger specifically strengthens clients and provides them with diversification strategies for potential US tariff changes from 2026 – using tools like Ducker Carlisle’s AI Tariff Impact Simulator, which dynamically adjusts prices to regulatory shifts.

Are the USA still attractive for German mid‑sized companies despite political uncertainties?

Theopold: Definitely. We see three client groups: 1. Specialists hardly affected by tariffs. 2. Companies already in the US looking to scale. 3. New entrants deciding whether to produce locally despite higher costs or focus on Europe. For groups 2 and 3 in particular, we now offer targeted guidance. According to our research, CEOs value the US above all for less regulation, a flexible labor market, a strong growth mindset, and a homogeneous market as drivers of scale.

What is the situation in Europe? How relevant is expansion into other European countries for companies today?

Theopold: For many mid‑sized companies, the EU home market is gaining importance – not only defensively for risk diversification but also actively as a growth driver. In the construction industry especially, individual EU countries are in very different economic cycles: while Spain expects significant growth over the next two years, Germany remains in a trough. At the same time, European firms have proven they can tackle complex challenges and leverage their sustainability strategies as competitive advantages. Predictable frameworks and a high quality of life also make Europe attractive to talent worldwide. Together, these factors mean that expansion within Europe both strengthens diversification and opens new growth opportunities. As a pan‑European advisor with teams in Germany, France, and the UK, we offer exactly the expertise needed now.

What does Munich Strategy stand for after the merger?

Theopold: Our credo remains “Client First.” We accompany clients personally, pursue unconventional solutions, and invest 10 % of our revenue annually in innovation and training. Like our mid‑sized clients, we focus on long‑term relationships: 85 % of our projects come from partnerships older than three years, and the average client lifecycle is about six years – nearly twice the industry average.

What changes for employees?

Theopold: Our team benefits from international projects, an expanded service portfolio, and topics like AI, pricing strategy, and supply‑chain optimization. Over 200 colleagues worldwide now form a community – ideal conditions for personal development.

Thank you for the information!

“Munich Strategy merges with Ducker Carlisle” Press release

“From Risk to Strength – How the best mid‑sized companies stay successful” Article on the CEO Roundtable 2025