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Working Student · Corporate Strategy · Viega

85 Targets, One Screening Tool, One Board-Approved Case

Aug 2025 – Jul 2026 · Attendorn, Germany

A year on the buy side of a family-owned group — from the M&A long list to an investment the Group Board approved.

What I did

  • Long listUpdated the group’s M&A long list to 85 targets across four regions.
  • Screening toolRebuilt the Excel file into a screening tool — filter and scoring logic, dashboards, VBA — rolled out to corporate strategy in the regions.
  • Investment caseBuilt the foundation of the project DCF behind a >€50M energy investment the Group Board approved.
  • Board materialPrepared the decision material for Regional Board, Global Board and SteerCo.

Updating the Long List

I brought the existing long list up to date: dropped targets that no longer fit, added new ones, removed those acquired in the meantime. Result: 85 targets across North America, Europe, Australia, and Asia Pacific & Middle East.

What the list held per target
Sector and productsSizeGeographyOwnershipStrategic-fit rating

The Screening Tool

I rebuilt the Excel file around it — automations, dashboards, VBA, and the filter and scoring logic that turns the long list into a shortlist. It was then rolled out from the global team to corporate strategy in the regions.

The four scoring criteria

The Investment Case

I built the foundation of the model behind a >€50M energy investment the Group Board approved: a project DCF with no terminal value (finite asset life), a project-specific WACC, IRR and MOIC as decision metrics, and several cases for different project decisions, each with its own sensitivity matrices.

Two drivers moved against each other around the base case — prices against WACC here, further pairs for revenue and residual value — with IRR, NPV and MOIC read off every cell.

From Model to Board

  1. 01

    Regional Board

  2. 02

    Global Board

  3. 03

    SteerCo

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