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Over the past few weeks I've been watching a series of acquisitions in Czech business. Smaller, honestly built companies are merging with bigger players, founders stay on board as co-owners, and both sides talk about shared values and joint growth. On paper it looks like a textbook example of healthy consolidation, but post-acquisition integration is what decides whether the investment pays off. In practice, that's exactly the moment that decides whether an acquisition will be a case study of successful growth five years from now, or a quiet example of wasted potential.
- Analysis
Over the past several years I've seen one pattern in practice that keeps repeating more and more often: the owner of a company he built in the early nineties suddenly realizes he has no one to hand it to. This isn't an isolated individual story — it's a demographic wave that's only just starting to roll through the Czech economy, and so far almost no one is really talking about it. And the longer we stay quiet about it, the more it will eventually cost us.
- Analysis
Over the past few weeks I've been watching one pattern repeat itself in business. Traditional manufacturing companies that ran on the same model for decades are suddenly facing a sharp drop in demand, expensive inputs, and tougher competition. Some weather it thanks to quality, a strong brand, and loyal customers. Others end up in insolvency, or after a hundred years in business decide to close voluntarily. When I look at how this happens, I keep seeing the same mistake — help arrives too late.
- Case Studies
When a major retail chain asked us for fast help, the brief was clear and blunt: get the most out of existing resources, find savings, and make the entire IT department more effective.
- Analysis
Over the past few years I keep seeing one pattern play out more and more often in practice: a company has a technically excellent product, loyal customers, and honest work behind it — but sales just aren't working. Revenue gets stuck at a number that covers costs but won't fund expansion. The founder knows the product is good, because customers tell them so. What they don't know is how to turn it into a business that grows.
- Analysis
How many companies wait to deal with an ownership or operational crisis until the very last moment? The past few weeks confirm it again: months of silence, uncertain employees and business partners, and then a sudden announcement that a new investor or new owner has been found. The company survives, but it pays a steep price for it.
- Analysis
The EU banking union wasn't created until after the debt crisis of 2010 to 2012. The need for deeper financial integration had been discussed for years before that — what was missing was the pressure to force politicians into unpopular decisions. The same pattern repeats in European energy policy, in border protection, and elsewhere: real reform arrives only when there's nowhere left to retreat.
- Analysis
One of the five largest construction companies in the Czech Republic is currently changing owners. The foreign group that owns it has begun the process of selling it, and advisors from a major international banking group are helping prepare the deal. It's just another sign that consolidation in the Czech construction sector is picking up speed — the fragmented market is shrinking, and foreign groups are re-evaluating their positions in Central Europe.
- Other
In recent weeks, a pattern that keeps repeating across industries in business was confirmed once again: a company the owner has held for years stays stuck in losses for a long time, the owner eventually sells it, and within days of taking over, the new owner reaches for a hard but necessary step — filing for creditor protection so they can negotiate with landlords and suppliers from a different position than a company on its knees. Seven years of losses on one side, a decision made within days on the other. That contrast is no coincidence — it's the difference between how an owner thinks and how a crisis or interim manager thinks.
- Analysis
Only 21 percent of companies worldwide have a formal, documented CEO succession plan in place. That figure has held steady across surveys of companies of every size for several years, showing little sign of change. Most leadership teams quietly operate on the assumption that the question of "who will run the company when the current boss leaves" doesn't apply to them – until it does.
- All, Analysis
If you own or finance a Czech company from abroad, this is the scenario worth understanding before it happens — because Czech law puts a specific, personal price on silence, and since 2021 that price can reach further up the chain than most foreign owners expect.
- New interim
At Big Interim, we specialize in delivering high-impact interim CFO solutions for urgent and complex cases. One of our recent engagements demonstrates how an interim CFO can transform an organization in just a matter of days.