Restaurants, cafés, bars, hotels and retreat venues are not ordinary commercial properties. A specialist broker and advisor looks beyond the property and understands the business behind it — the kitchen, layout, location, design, operational flow, lease, fixtures and equipment, and clientele — assessing what each element is truly worth. The result is a credible valuation and a buyer who is genuinely the right fit.
Online property portals make it easy to advertise a business or property — but not necessarily to sell it successfully. Professional brokerage includes a sound valuation, the right positioning, buyer qualification, negotiations and complete discretion. You save time, avoid frustrating enquiries and time-consuming viewings with unqualified prospects, and can stay focused on running your business. A professionally managed sale often reaches the right buyer faster and achieves a better outcome.
Yes. I advise buyers, tenants and incoming operators on the purchase, leasing and acquisition of hospitality businesses and hospitality properties. You’ll gain access to both on-market and off-market opportunities, receive a professional valuation and benefit from support throughout the structuring and negotiation of the transaction.
Hospitality properties are not ordinary commercial properties. Long-term success depends not only on the property itself, but also on the location, the concept and the operator. A specialist broker brings all three together, reduces vacancy risk and helps protect the long-term value of your property.
I work with businesses and properties across the hospitality sector, including restaurants, cafés, bars, bakeries, specialty coffee shops, pubs, late-night and delivery concepts, craft breweries, roasteries, hybrid cultural venues, small hotels, pensions, guesthouses, retreat centres and seminar venues. I advise on the sale, leasing, transfer and succession of hospitality businesses, as well as the sale and leasing of hospitality properties throughout Berlin, Brandenburg and across Germany.
Through a structured, professionally managed process: a free valuation, curated marketing, buyer qualification, contract negotiations and handover. Every step is supported by extensive experience in hospitality and real estate.
In a transfer of a going concern, employees may transfer to the new operator under Section 613a of the German Civil Code (BGB). Whether this applies depends on the individual circumstances. The implications are discussed transparently before the transaction is completed.
I support landlords, property owners and property managers with the leasing and sale of hospitality properties. I identify and qualify financially strong operators with well-developed concepts, aiming for long-term tenancies and sustainable value growth for your property.
Usually more than a simple price-per-square-metre calculation would suggest. A professional valuation considers the business as a whole — cash flow, lease, fixtures and equipment, and goodwill — whether it is a restaurant, café, bar, hotel or brewery. The initial valuation is free of charge.
Yes. I support you with site selection, location analysis, lease negotiations and the assessment of layout, space utilisation and development potential — whether you’re looking to lease or buy.
Yes. I identify tenants whose concept, experience and financial strength are the right fit for your property. The goal is a successful long-term business and a stable tenancy.
Yes, absolutely. A good location, suitable premises or a well-equipped commercial kitchen often retain significant value that buyers are willing to pay for. An objective assessment identifies the opportunities that still exist. Successors and Next-Gen operators are often particularly interested in these businesses and locations, frequently taking over the existing fixtures and equipment as part of a more sustainable concept.
The valuation method depends on the specific situation. Hospitality businesses are typically valued using a Discounted Cash Flow (DCF) analysis, supported by earnings multiples and asset value, while hospitality properties are assessed using the income approach and comparable market evidence. The result is a credible valuation for buyers, banks and tax advisors.
The right location is often the deciding factor in the long-term success of a hospitality business. My location analysis assesses the location, target audience, competition, visibility, accessibility, spatial potential and future development opportunities. This makes it possible to determine at an early stage whether a location is truly suited to your concept.
The most common exit options include a transfer of a going concern, an asset deal, the transfer of a leased location, the sale of a property, or an orderly business closure. Exit planning analyses your current situation, objectives and circumstances — including the business, the property, the lease, timing and market conditions. This makes it possible to develop the exit strategy that offers the greatest commercial benefit and the strongest prospects for success.
Current financial statements, the lease agreement, an inventory list and any relevant licences or permits. Together, we determine the current value of the fixtures, fittings and equipment. Based on these documents, I prepare a professional, anonymised sales analysis. Original documents are never shared, and confidential information is only released to qualified buyers after they have signed a Non-Disclosure Agreement (NDA).
Yes. Depending on the location, the property and local planning regulations, a hospitality property can often be redeveloped for an alternative use. My location analysis identifies at an early stage which uses are both commercially viable and likely to receive planning approval. Depending on the concept, shell-and-core properties may also offer an attractive alternative.
The right operator is more than a financially sound tenant. Success depends on the right concept for the location, proven business experience and long-term potential. The goal is a business that succeeds over the long term while protecting the value of your property.
Yes. Time-critical exits can be managed quickly and confidentially, including lease obligations, creditors, a fair sale or an orderly business closure. The entire process remains fully discreet.
Yes. Discretion and confidentiality are a top priority throughout the entire sales process. I first prepare a professional, anonymised sales analysis based on your documentation. Original documents are never shared. Only after qualified buyers have signed a Non-Disclosure Agreement (NDA) do they gain access to additional confidential information.
Following an initial conversation and the signing of a Non-Disclosure Agreement (NDA), you’ll receive all relevant information about the business or property. This is followed by due diligence, viewings, negotiations, contract completion and handover. I support you throughout the entire process and ensure a structured transaction from start to finish.
In addition to financial stability, experience, a viable concept, a realistic business plan and the right fit for the property are all essential. A good tenant thinks long term and creates the foundation for a stable tenancy.
An asking price is only as good as the valuation behind it. I assess both the business and the property using recognised valuation methods together with their financial, operational and location-specific fundamentals. This provides you with a realistic assessment of market value and a sound basis for your investment decision.
The key factors are financial stability, hospitality experience and a concept that fits the location. The goal is to find an operator who will succeed over the long term — not simply someone who signs the lease.
Yes. An interim operator or pop-up concept can keep both the business and the property active and income-generating during the sales process. A trading business is often more attractive to buyers than a closed one, while ongoing operating costs can continue to be covered until completion.
Yes. In most cases, the business continues operating as normal throughout the sales process. A trading business is often more attractive to buyers, inspires greater confidence and frequently achieves a higher sale price. At the same time, ongoing revenue can help cover operating costs until completion.
Different valuation methods are used depending on the business and the property. These include Discounted Cash Flow (DCF) analysis, earnings multiples and asset value for the business, together with the income approach and comparable market evidence for the property. The result is a credible valuation for buyers, banks and tax advisors.
Through a thorough location analysis, realistic positioning, professional marketing and the targeted selection of suitable operators. This increases the likelihood of finding the right tenant more quickly while reducing vacancy.
Yes. An interim operator or pop-up concept can continue operating a business or using a property during the sales process, generating short-term income or helping to reduce ongoing costs. Next-Gen operators are often particularly interested in these opportunities and frequently take over the existing fixtures and equipment as part of a more sustainable approach.
These typically include financial information, the lease agreement, inventory, licences and permits, together with property-related documentation. The exact information required depends on the business, the property and the structure of the transaction.
Through early marketing, realistic positioning and the targeted search for suitable operators. Depending on the circumstances, interim uses or pop-up concepts can also help keep a property active and reduce vacancy periods.
Yes. As a licensed real estate broker under Section 34c of the German Trade Regulation Act (GewO), I advise on the sale of hospitality businesses, hospitality properties or both as part of the same transaction. Selling a property to an investor is also possible.
It protects the seller, the buyer and the ongoing business. Confidential information is only released after the Non-Disclosure Agreement has been signed.
Depending on the situation, an interim use, pop-up concept or event use may be the right solution. This keeps the property active, can generate short term income and helps maintain its appeal until the right tenant is secured.
You’ll receive all relevant information needed to make an informed decision, including financial information, lease terms, property details, inventory, operational performance data and any additional documentation required to evaluate the opportunity.
Not every concept suits every property. My analysis assesses the location, target audience, competition, spatial potential and possible uses. This makes it possible to identify, at an early stage, which concepts offer the greatest chance of long-term success.
The german term Ablöse is a payment made by the incoming operator for fixtures, fittings and equipment. While it can be calculated relatively easily, it often does not reflect the true value of an operating hospitality business — something a professional valuation is designed to capture.
A transfer of a going concern transfers the business as an operating enterprise — including the lease, fixtures and equipment, employees (where applicable), stock and goodwill — and is exempt from German VAT under Section 1(1a) of the German VAT Act (UStG), provided the legal requirements are met. In an asset deal, individual business assets are sold, usually plus applicable VAT. The tax implications differ, so both options should be carefully considered.
A transfer of a going concern transfers the business as an operating enterprise — including the lease, fixtures and equipment, employees (where applicable), stock and goodwill — and is exempt from German VAT under Section 1(1a) of the German VAT Act (UStG), provided the legal requirements are met. In an asset deal, individual business assets are acquired, usually plus applicable VAT. The tax implications differ, so both options should be carefully considered.
Often, yes. My location analysis assesses whether an alternative use could increase the rental income or overall value of your property, either within or beyond the hospitality sector. Analysing the highest and best use can reveal additional potential and provides a sound basis for informed decisions.
In a transfer of a going concern, employees may transfer to the new operator under Section 613a of the German Civil Code (BGB). Whether this applies, and to what extent, depends on the circumstances of the individual case. These matters are addressed at an early stage and incorporated into the sales strategy.
In most cases, landlords prefer to enter into a new lease with a new tenant.
Yes. I sell hospitality properties to investors and owner-operators. I manage the entire sales process — from valuation and marketing through to contract negotiations and a successful completion.
Typically between three and nine months, depending on the price, location, lease terms and whether a property is included. A realistic timeline is established before the marketing process begins.
No. A hospitality licence is issued to the individual operator and does not automatically transfer to the new operator. The necessary requirements are clarified at an early stage to ensure the business transfer is not delayed.
That depends on the location, the property, the rent and the target market. A realistic timeframe is established before the marketing process begins.
Wherever the right buyer is most likely to be reached. Every marketing strategy is tailored to the individual business or property — from property portals, industry publications and social media to my network of operators and investors, targeted direct outreach, open houses and events.
Yes. I support international buyers, investors and Next-Gen entrepreneurs entering the German hospitality market — from site selection and deal structuring through to navigating the specific requirements of the German market.
For property purchases, the buyer pays a brokerage fee of 3% of the purchase price, plus applicable VAT, upon notarisation of the purchase agreement, unless agreed otherwise. For the lease or acquisition of a hospitality location, the brokerage fee is three months’ net rent, plus applicable VAT unless agreed otherwise, and becomes payable upon signing the lease agreement.