Kleine & Cie

Decisions rest with the founding managing directors, Meik and Pascal Kleine. The firm emphasizes that its independence from external committees enables binding decisions within a short timeframe — it commits to an initial assessment within 72 hours of receiving complete documentation. Michael Schröder is also active as a managing director in various project entities, indicating a distributed but closely held operational leadership.

The firm maintains a standing public acquisition mandate on its website, inviting proposals directly from sellers and their representatives. It explicitly excludes broker chain transactions and invests only in fee-simple (freehold) properties, avoiding ground leases. By requiring a sales mandate or proof of vendor authorization with the initial submission, it filters for actionable, direct opportunities.

Kleine & Cie invests entirely through direct acquisitions and, where appropriate, share deals. It does not indicate participation in external real estate funds. The firm will also buy senior-ranking receivables secured by land charges, provided the nominal amount is at least €50,000 — suggesting a direct balance-sheet approach to private credit.

The firm actively seeks development opportunities for assisted living with a minimum of 15 units, full inpatient nursing homes requiring at least 80% single-occupancy rooms, and intensive care facilities of 10–12 residents per floor, arranged in small-group living clusters. It prefers locations in cities of at least 25,000 inhabitants, primarily in western Germany, and favors sites near hospitals for intensive care projects.

The firm publishes a clear set of exclusion criteria: no leasehold properties, no assets in designated social hot-spot areas, no contaminated land, no broker-chain transactions, and no condominium associations where it cannot acquire 100% of the interests. It also avoids residential assets in poor micro-locations, maintaining a strict filter for good-quality neighborhoods.

All properties are managed by the firm's own staff, an uncommon practice for a family office of its size and a core element of its value-retention strategy. For larger refurbishment or capital projects, it supplements internal capabilities with specialist contractors drawn from the local region of each property.

According to its current public statement, no sales are planned. The firm evaluates every investment as a long-term holding and prioritizes substance preservation over rapid growth, consistent with a multi-generational family office mandate for permanent real assets.