2025   |   Expansion

Mandated by an international hotel operator to identify suitable locations and development opportunities in selected German markets. The engagement covers market screening, site evaluation and the structured assessment of assets for potential expansion and brand placement.

2025   |   Data Center Evaluation

Engaged by a regional energy utility to assess the suitability of company-owned land and properties for data center development and to prepare these assets for sale, lease or in-house development. The mandate included site evaluation, coordination of consultants and technical advisors, and the structuring of transaction pathways combining land use with electricity, cooling and waste-heat supply contracts. The engagement supports the client’s strategy to accelerate the energy transition by utilising waste-heat from data centers and integrating it into district heating systems.

2025   |   Interim Director Investment

Over an interim mandate at Periskop Development, SML reviewed the firm’s land development portfolio with a focus on saleability and transaction readiness. This included analysing existing development concepts, preparing (partial) disposals, and selectively adjusting project configurations to align with investor and operator demand. Across seven sites, zoning and building rights were advanced to a stage that enabled structured exits.

A particular emphasis lay on the coordinated preparation and execution of residential land sales structured as forward funding deals to an institutional end investor, in close cooperation with a strong general contractor. In addition, SML initiated direct discussions with potential tenants and operators to secure occupancy concepts early, thereby enhancing the bankability and value of the underlying developments.

2022 - 2023   |   Managing Director and Head of Investments

SMLs responsibilities included leading development and investment activities across the DACH region, overseeing five projects with a GDV of EUR 400m and managing institutional stakeholder relations. The role covered sourcing and evaluating opportunities, negotiating with co-investors and partners, overseeing risk, performance and exit strategies, and managing the investment team. Additional responsibilities included budget oversight, continuous market screening and the implementation of FREO’s “Green Only Development” ESG strategy for new funds and projects.

2021   |   Expansion

Engaged by the Danish fashion group btx to steer the expansion of its like ANNA store concept across German B- and C-cities. Work included market, demographic and retail-asset screening in 20 locations, valuation of rental levels and competitive dynamics, and the identification of suitable units for immediate or medium-term leasing. The mandate produced a clear expansion roadmap and a targeted shortlist of actionable sites.

2021   |   Sale of logistics asset in Norderstedt

Engaged as exclusive sell-side advisor to family office Daniel Hopp to structure and execute the disposal of a logistics asset with significant development and repositioning potential in Norderstedt. The mandate covered asset analysis and underwriting, validation of the value-add business plan – including the conversion into a modern business park – coordination of all buy-side due diligence workstreams and the tightly managed execution of a competitive sale process. The property was ultimately acquired by AEW’s institutional ULLIS 1 (Urban Logistics and Light Industrial Strategy) fund, with Panattoni acting as service developer for the subsequent build-out into a contemporary business park City Dock® Hamburg Norderstedt. The transaction achieved a purchase price of c. EUR 30m, generating an IRR of 87% and an EM of 15.2 for the vendor.

2017 - 2021   |   Associate Director

SML responsibilities included sourcing, underwriting and executing real estate acquisitions with a total transaction volume of EUR 212m across 3 closed deals. The role focused on identifying value-add opportunities in A- and B-city markets in Germany and structuring investments for both regulated and non-regulated vehicles.

2017   |   Karstadt Kompakt Loan

Following the insolvency of department store operator Hertie, SML was involved in the workout of the “Karstadt Kompakt” loan, a Deutsche Bank EUR 320m CMBS facility secured by a portfolio of 62 former inner-city department stores across Germany. Acting alongside special servicer Hatfield Philips (now Situs), SML supported the development and execution of asset-by-asset realisation strategies – including disposals to developers and municipalities as well as consensual and, where required, enforcement-led exits. Overall, the workout delivered a high recovery relative to the latest portfolio valuations and CMBS targets.

In the final phase of the workout, SML assumed a direct advisory role on the remaining assets, running structured sale and development processes, leading creditor reporting and valuation support and coordinating closely with municipalities to reposition high-street vacancies and mixed-use schemes. The mandate helped to de-risk a complex non-performing portfolio and convert it into sustainable, income-producing urban assets held by long-term investors.

2011 - 2016   |   Director

SML worked on restructuring, value recovery and special-situations mandates across Germany. Involved in underwriting, due diligence, deal structuring and coordinating sales strategies for distressed and non-core portfolios. Contributed to 49 completed transactions with a total volume of EUR 500m across 143 assets.

2006 - 2009   |   Investment Manager 

Served as part of the investment team executing 16 transactions with a total volume of €1.1b, including six transactions EUR 124m as deal captain. Responsibilities covered the preparation of acquisition and disposal proposals in line with fund mandates, financial modelling, management of due diligence processes and coordination of SPA negotiations. Additional tasks included preparing investment committee materials and overseeing smooth handover and closing processes across several European markets.

2012   |   Fund Finder

Development of the ICA Fund Finder, a searchable database from 52 facilities mapping USD 5.92bn in infrastructure preparation funding across DFIs, donors and specialised facilities; improved transparency and capital allocation for governments and project sponsors.

2010   |   Technical Assistance Diagnostic for the Power Sectors of five sub-Saharan countries

SML was engaged to deliver a diagnostic of technical assistance in the power sectors of Kenya, Tanzania, Mozambique, Ghana and Senegal. The assignment analysed existing support around Power Purchase Agreements, financial agreements and risk allocation, identifying gaps that limited governments' ability to negotiate and manage IPPs effectively.

2009-2011   |   Annual Reports

Principal analyst for ICA’s flagship Africa Infrastructure Reports, tracking USD 40–56bn p.a. in infrastructure finance and African infrastructure investment across energy, transport, water and ICT. Consolidated and reconciled data from G8 donors, development finance institutions (CIDA, AFD, KfW, MCC, USAID, DFID), multilateral development banks (AfDB, World Bank Group, EIB, IFC, EC, DBSA), the private sector, African regional development banks and China, and produced portfolio cuts by ODA vs. non-concessional finance, soft vs. hard infrastructure, regional allocation and cross-border / regional projects. The work provided a data-driven overview of Africa’s infrastructure financing landscape for investors, DFIs, MDBs and policy makers, supporting capital allocation, project finance, public-private partnerships (PPPs) and blended finance solutions in African infrastructure.

2009   |   Capacity Building for regional infrastructure projects in Africa through the NEPAD-Infrastructure Project Preparation Fund (IPPF)

SML designed and implemented a structured information and data-management system for regional infrastructure institutions in Africa. The mandate included process analysis, gap assessment and the development of the technical specifications, data architecture and a functional archiving and access system, complemented by staff training sessions. The work improved transparency, workflows and communication within the African Union Commission’s Infrastructure and Energy Department and the stakeholders.