The mymuesli comeback: Why established companies need an entrepreneurial spirit.
Max Wittrock has returned to mymuesli as CEO. Is this a business succession? We put it in context and share five lessons for anyone looking to take over an existing company.
In July 2026, Max Wittrock returned as CEO to mymuesli, the company he co-founded in 2007. This is not a classic business succession. But the case clearly shows what succession is all about. An established company in a new phase needs entrepreneurial energy at the top again.
The key points at a glance.
- Wittrock is again leading mymuesli as CEO. Katjes Greenfood holds the majority stake in the company.
- It is a change in leadership, not a transfer of ownership, and therefore not a succession in the strict sense.
- The message behind it is still a succession message: established companies need an entrepreneurial spirit.
- This is exactly the entrepreneurial spirit that founders can bring to the German Mittelstand (small and mid-sized companies) when they take over a business.
What happened.
Wittrock founded mymuesli in 2007 with Hubertus Bessau and Philipp Kraiss and led it as co-CEO until the end of 2019. He then stepped down. His co-founders took over his shares and later moved to the supervisory board themselves (Markenartikel). Katjes Greenfood has been the majority shareholder since 2024. The three founders together hold 44 percent of the shares (foodaktuell).
On 27 July 2026, Wittrock took over as CEO again, only about six months after his predecessor started (StartingUp). The return comes during a difficult economic phase with declining sales and profits. Wittrock himself says that the company now 'perhaps really needs a bit of that founder's spirit back' (Table.Briefings).
Is this a succession?
A brief distinction helps here. Succession has two levels:
- What is transferred? Leadership succession: the management. Ownership succession: the shares.
- Example. Leadership succession: a new CEO is appointed. Ownership succession: a successor buys the company.
- mymuesli 2026. Leadership succession: yes. Ownership succession: no.
In SMEs, both usually happen at the same time during a handover. The person who takes over buys the business and runs it. At mymuesli, Wittrock has taken over the leadership, but the majority stake remains with the investor. So it is a change of leadership, not a succession in the classic sense.
The case is interesting nonetheless. It illustrates an idea that is central to succession in SMEs.
Five lessons for anyone who wants to take over.
1. An entrepreneurial spirit is a real asset in mature companies.
When a company stagnates, management is no longer enough. It needs someone who makes decisions, tries things out and takes responsibility. This is exactly what founders bring to the table, even in a business they did not start themselves.
2. Understand the DNA first, then change it.
Wittrock knows the history and values of mymuesli like few others. If you take over a business you don't know, you don't have this head start. That is why the first few months after a takeover are mainly for listening (more on this in Take over a company instead of founding one). Why have customers been loyal for years? What is important to the team? What must not be lost at any cost?
3. The master plan and daily business run in parallel.
Wittrock describes that a new product and brand strategy takes time, while day-to-day business demands results every week. Every successor knows this. The business must keep running on Monday, even if the grand plan is not yet finished.
4. Closeness to customers and the team beats technology.
The return is described as a deliberate course correction towards the brand, community and direct communication. The same applies to takeovers in SMEs. Digitalisation and AI are powerful levers, but they only work once customers and employees trust the new leadership. You can read about how to pay for an acquisition in Financing a business succession.
5. Be open about what is not working.
Wittrock wants to talk openly about the challenges with his team and the community. Honesty is also an underestimated success factor in takeovers, towards the team, customers and the bank.
What this means for the German Mittelstand.
In Germany, hundreds of thousands of businesses are looking for a successor, and more and more are planning to close because no one can be found (KfW, Germany's state development bank, analysis in The succession gap). Many of these companies are at a similar point to mymuesli. The business works, but it needs a new push at the top.
But it is rare for the original founder to return. The opportunity lies with people who have built something before and are now ready to take over and develop an existing business. Unlike the mymuesli case, they usually take over both: the leadership and the ownership. This is called a management buy-in or, from a founder's perspective, founding by acquisition. Search funds show another path to leadership.
FAQ
Frequently asked questions
Is Max Wittrock's return to mymuesli a business succession?
Not in the strict sense. Wittrock has taken over the leadership, but not the majority stake in the company, which is held by Katjes Greenfood. It is a change in leadership at the top, not a transfer of ownership.
What is the difference between leadership succession and ownership succession?
In a leadership succession, someone takes over the management of the company. In an ownership succession, the shares are also transferred. In a classic business succession in SMEs, both often happen at the same time.
What is a management buy-in?
An external person buys into a company and takes over the management at the same time. For founders who take over a business, this is the typical path.
Why are founders a good fit for established companies?
Because in difficult phases, established companies often need exactly what founders bring. Speed, closeness to customers, the courage to make decisions and new ideas.
Sources
