When everything is at stakeIDW S6 expert opinion

A call that got under your skin

A few weeks ago, my cell phone rang. It was an acquaintance on the line.
“You know a thing or two about reorganizing and restructuring companies, don’t you?” –
“Yes,” I said, “I do.”

Behind this seemingly harmless question was a cry for help. An entrepreneur from the luxury goods segment with exclusive one-off items was on the brink with his company, which manufactures and sells products that made me, as an engineer, feel like a kid in a candy store. The business is exclusive, the customers are often wealthy, sometimes eccentric – and its financing structure depends on punctual payments on account. This was precisely the problem: an important customer dropped out and suddenly demanded a seven-figure sum back. A sum that plunged the company into crisis overnight.

We met in private. What came next was not an analysis – it was an outlet:
Shame. Despair. 14-hour days. Sleepless nights.
The fear of losing your life’s work. The fear of breaking himself.
He even talked about thoughts that no one talks about out loud – not even to himself.

And now an IDW S6 report as well?
“Why is that necessary? What’s the point? I know where the problems are!”
This mixture of inner breakdown and external pressure is not uncommon.
But it is extremely dangerous.

Crisis is not just economic – it is existential

When a company gets into difficulties, a silent drama often begins. Managing directors or shareholders try to turn the tide with their last ounce of strength: they work around the clock, run up all their reserves, try to protect the team – and don’t talk to anyone about the burden they are carrying.

The symptoms are almost always similar:

• Insomnia and permanent inner restlessness
• Fear of insolvency, loss of image, personal ruin
• Feelings of guilt towards employees, family, investors
• Isolation – out of shame, out of insecurity
• And yes: even the thought that your own end could be better than this agony

Those who are not familiar with this psychological pressure underestimate how little room there is for structure, planning or even hope in such moments. But this is exactly where support is needed. And this is exactly where a professional restructuring report – used correctly – can be a real turning point.

What is an IDW S6 report – and why is it essential for banks?

When a company gets into financial difficulties, a key question quickly arises for the financing banks: Is this company still capable of being restructured – and if so, under what conditions?

This is exactly where the IDW S6 report comes into play. This is a standard published by the Institute of Public Auditors in Germany (IDW). The aim is to present an objectively comprehensible and coherent restructuring concept that transparently presents the requirements and measures for a successful restructuring.

Why banks (must) insist on an IDW S6 report

In crisis situations, banks may only continue to grant loans or extend existing credit lines if they do so on the basis of a viable and professional restructuring concept. Otherwise, they risk violating regulatory requirements themselves – in particular the MaRisk (Minimum Requirements for Risk Management in Banks), which are monitored by the German Federal Financial Supervisory Authority (BaFin).

MaRisk requires that a positive going concern and restructuring forecast be available when granting loans in crisis situations. This cannot be based purely on estimates or vague hopes – it must be professionally prepared and comprehensibly documented. IDW S6 is the established standard that banks accept – also in order to protect themselves legally.

What should be included in a complete IDW S6 report?

A fully-fledged IDW S6 report is far more than an analysis of past mistakes. It is a structured plan for the future – with the aim of securing the economic existence of the company in the long term. The report follows a clearly defined structure. The most important components are

1. analysis of the causes of the crisis

This examines why the company got into crisis. It is crucial to distinguish between:

• internal causes (e.g. management errors, unclear strategy, inefficient structures, lack of control…)
• external causes (e.g. market changes, new competitors, collapsed demand…)

This analysis creates the basis for developing targeted measures – because if you don’t know the causes, you can’t develop an effective therapy.

2. forecast of continued existence

This examines whether the company is at risk of becoming insolvent or is already insolvent based on the current figures – and whether this situation can be averted through suitable measures. This section includes legal aspects, in particular § 17, § 18 and § 19 InsO (German Insolvency Code).

The going concern forecast must show both short-term solvency and medium-term viability – on the basis of valid planning.

3. integrated corporate planning

Here, an integrated plan is drawn up, usually covering three to five years, based on assumptions about business development. It comprises

• Balance sheet planning
• P&L planning (income statement)
• Liquidity planning (cash flow)

These plans must be realistic, consistent and comprehensible. Unrealistic increases in turnover or missing cost blocks devalue the entire report.

4. refurbishment measures

Specific measures are derived from the root cause analysis, for example:

• Reduction of fixed costs
• Adaptation of the business model
• Optimization of processes
• Personnel measures
• Divestments (e.g. sale of non-operating assets)
• Financing measures (capital injection, repayment suspensions, etc.)

The measures must be feasible in terms of time, organization and finance – with clear accountability and measurable effects.

5. assessment of the ability to restructure

Finally, an assessment is made as to whether the planned measures will make the company competitive and profitable again in the long term – i.e. whether it will be able to survive on its own in the long term.

Only if this assessment is positive does the company qualify for restructuring in accordance with IDW S6. This is the decisive statement on which banks base their decision.

An interim conclusion: not a wish list – but a real business plan for a new start

An IDW S6 report is not an academic document or a bureaucratic end in itself. Properly prepared, it is an honest, realistic and well-founded restructuring roadmap – which commits all parties to a common goal: a return to economic stability.

Why entrepreneurs often (initially) reject this – and why it’s human nature

“I know what the problems are.”
“I don’t have time for this.”
“Now someone from outside wants to scrutinize everything.”

I often hear these sentences. And they are understandable. After all, anyone who is up to their neck in water has no energy left for issues that do not directly affect the company’s operational activities – they just want to breathe. What many people don’t know:
A good IDW S6 report gives back exactly this space – through structure, clarity and objective assessment.

It creates:

• Order in chaos
• Realistic options for action
• Confidence among investors
• Support in the team

But above all: it takes the pressure off your head.

What sets me apart from others

There are many restructuring consultants who write good reports.
There are many interim managers with experience in crisis situations.

What makes me special?

I combine both – at the highest level:

✅ High-quality, audit-proof IDW S6 expert opinions
✅ Many years of operational experience in restructuring and turnaround
✅ Technical understanding and economic depth
✅ And above all: humanity that carries you through the crisis

I work at eye level, with a real understanding of the stress – and the clear ability to turn complexity into structure.

Conclusion: The crisis is not just about numbers – it’s about people

An IDW S6 report is not just a touchstone for banks – it is a tool that helps entrepreneurs regain control. It can be the moment when excessive demands become leadership again. Fear becomes design again. And stagnation becomes movement again.

📞 Let’s talk – before it’s too late.
I help you to create structure, gain clarity – and actively shape your future.