A boutique for top decision-makers

24.02.2026

Interview with Thorsten Amend-Schnaar, Managing Director of Höchsmann & Company GmbH & Co. KG – Executive Search · Management Advisors

Filling top management roles is about far more than comparing CVs. Where leadership carries responsibility and decisions have far-reaching consequences, personality, cultural alignment and strategic foresight determine sustainable success. For 25 years, Höchsmann & Company GmbH & Co. KG – Executive Search · Management Advisors has stood for a highly individual form of executive search: a boutique that deliberately sees itself as a workshop-ateliers. Managing Director Thorsten Amend-Schnaar talks about mindset, quality and the craft of advising as equals.

From the outset, the firm has focused on executive search – appointing senior leaders at first and second tier level. Its client portfolio ranges from large German family-owned businesses and industrial groups to established mid-sized companies. The focus is on organization’s headquartered in Germany, supported by a strong international network. Scandinavian, British and US companies are also among its clients, particularly when key positions in German subsidiaries need to be filled.

Thorsten Amend-Schnaar uses a telling image to describe what sets Höchsmann & Company apart from competitors: “We’re more the family doctor with individual service than a mass provider.” As in a good medical practice, it is not about standardised prescriptions, but careful diagnosis and tailored support. Before a role is filled, Höchsmann & Company analyses the real question behind the vacancy – structures, expectations and dynamics. The goal is not a quick placement, but leadership that works.

That is why the collaboration does not end with a signature: the team remains alongside shareholders and executives after the appointment, supports onboarding and integration, and is available as a long-term sparring partner for entrepreneurially sensitive decisions. The firm works with consultants who operate as independent partners under one roof, supported by an in-house back-office team for administration, project delivery and research. Multilingual capability is a clear advantage: English, Spanish, Polish and Hungarian are covered within the team. In addition, there is a strong network in Eastern Europe – a decisive factor, as many mid-sized manufacturing businesses relocate parts of their production there. “If a client, for example, is setting up a site in Slovakia, we are involved and support the appointment of the leadership role,” says the entrepreneur.

Particularly in the “Mittelstand” – and especially in family-owned companies – appointments to top roles are often emotionally charged. Multiple generations, advisory boards and shareholders have to be brought along. “The term ‘culture fit’ may sound a little overused, but cultural alignment is decisive,” explains the executive search consultant. Often it is about making different ideals visible and finding a shared common ground.

This is where emotional intelligence plays a central role. Before moving into executive search, today’s Managing Director completed coach training. “You need to know when to raise critical questions in the room – and when it’s better one-to-one.” The aim is to recognise tensions without putting anyone on the spot, and to surface unspoken expectations.

Thorsten Amend-Schnaar became a partner at Höchsmann & Company in 2021 and acquired 100% of the shares at the end of 2022. He sees himself in a dual role: operational in assignments and strategic as an entrepreneur. At the same time, he is driving topics such as digitalisation and artificial intelligence.

He does not see AI as a replacement for personal relationships, but as assistance. “You speak to me personally and not to my avatar,” he stresses. AI supports research, analysis and internal processes, and serves as a sparring partner on marketing topics. The core business – building trust – remains profoundly human.

Over the next three to five years, the Managing Partner wants to bring in two to three younger consultants and rejuvenate the business further. The aim is to set the course for the next ten to fifteen years. International connectivity plays an important role: as a member of the AESC EMEA Council and the BDU, he actively seeks exchange with peers in the industry and with other advisory disciplines.

His personal drive, however, goes beyond business figures. “I have the privilege of speaking with fascinating people every day – and I’m constantly learning.” At the same time, he advocates a positive attitude in everyday life: “Everyone can do something in their own environment to lift the mood. It costs nothing to address the person at the checkout by name – but it makes a difference.“