Individual Buyer in Wiesbaden Looking to Buyout Restaurants and Bars Upto EUR 46.5 thousand

I am an experienced operator-led hospitality professional with Michelin level background. I have a strong focus on hands-on management, food quality, and cost discipline. I am currently preparing to enter the Ho Chi Minh City market and am specifically looking for existing, licensed venues where I can take over operations and grow the business. Rather than a full cash acquisition only, I want to ask whether the business would be open to discussing a partnership or partial investment structure, where:
• I come in as an operating partners and minority/majority shareholder (depending on structure),
• I take over day-to-day operations and management,
• The business is re-branded and repositioned under a refreshed concept,
• Existing assets, staff, and licenses are retained where possible. I believe this can be a win-win if the business is looking to step back from daily operations while still retaining upside, or if they are open to a structured transition rather than a full exit.

Acquiring / Buying a Business, Investing in a Business, Lending to a Business, Buying Business Assets

I am primarily looking for existing food and beverage businesses where hands-on management and operational discipline can significantly improve performance. Specifically, I look for:
- Businesses I like.
• Operating restaurants or bars with an existing customer base, licenses, and basic infrastructure already in place.
• Small to mid-sized venues (approx. 20 to 60 seats) where quality, consistency, and experience matter more than scale.
• Businesses with clear operational inefficiencies (cost control, menu focus, staffing, service flow) that can be improved through active management.
• Venues in good locations with reasonable, sustainable rent and transferable leases.
• Concepts that are re-brand or reposition-able, especially where food quality or experience can be elevated.
• Owners who are open to a structured transition, partial exit, or partnership rather than purely passive ownership.
- Businesses I typically avoid.
• Large, multi-unit chains requiring heavy capital expenditure.
• Concepts dependent purely on discounts, high volume, or delivery-only economics.
• Businesses with structural legal or licensing issues that cannot be regularised under foreign ownership.
• Over-leveraged businesses with unsustainable rent or unclear financial records.
• Purely passive investments where I have no operational control or ability to execute.
- Investment & involvement approach.
• I prefer operator-led investments, where I take an active role in day-to-day operations and performance.
• Open to partial acquisitions, partnerships, or full takeovers, depending on structure and alignment.
• Focused on long-term value creation through operational excellence rather than short-term flipping.

• Connected with 1 business