FortyOne Group

The firm lists a five-person team on its website: Marcel Walker (the primary contact), Remo Bienz, Philipp Bienz, Christoph Michel, and Markus Schultz. The site does not assign formal titles beyond 'Team', and names Marcel Walker as the contact point. Operational governance likely rests with the four shareholders who provide all invested capital, implying investment decisions are made consensually by that group.

It operates as a private equity firm capitalized exclusively by its four shareholders — no external limited partners. The firm calls this 'Private-Equity in Reinkultur' and emphasizes that 'private' refers to both the use of funds and the source of funds. The structure blends elements of a holding company and an active PE investor, but it is not a family office.

All disclosed activity involves direct equity stakes in unlisted operating companies, with no mention of fund-of-funds commitments. The firm takes board seats to exercise active influence and wholly owns several subsidiaries in medical instruments, real estate, and telemedicine, confirming a direct-deal-only model.

The firm's own research record tags the strategy as 'Early Stage: Seed', and the portfolio bears this out with numerous startup positions — including an embedded-finance startup, multiple legaltech providers, a neuro-intelligence platform, and a sports-coaching app. Simultaneously, the wholly owned subsidiaries represent mature, cash-flowing operating businesses, indicating a barbell of early-stage venture and control buyouts.

No explicit sector exclusions are published. The portfolio spans fintech, proptech, legaltech, digital health, sports-tech, climate-tech, enterprise software, industrial sensors, medical instruments, and real estate — a broad mandate. The common thread is a technology or process-innovation angle where the partners can deploy operating expertise rather than passive capital.

The firm discloses no philanthropic foundation or donor-advised fund. All listed entities are for-profit portfolio companies or wholly owned subsidiaries. The proprietary-capital model suggests any charitable giving would occur at the individual shareholder level rather than through a dedicated firm vehicle.

The firm's thesis explicitly centers on proprietary, board-level influence — typically requiring a seat on the Verwaltungsrat (board of directors). This posture makes traditional passive co-investment alongside external GPs less natural, and the website mentions no co-investment partnerships. The capital comes from the four shareholders, so outside participation is not part of the model.