Realizing value from your carveout requires balancing risk of the separation while optimizing the operations during the TSA period. Otherwise, you risk excessive fees, business disruption and other operational challenges to the new business. That’s where we come in—with deep experience in divestitures and carveout advisory, we roll up our sleeves to make your transaction a success.
Our award-winning M&A carveout consulting team supports more than 60 divestiture projects every year, ranging from $50 million to $20 billion and spanning industries from software to consumer and industrial products, to healthcare.
Standing up a successful new company requires more than transactional or carveout lifecycle experience. That's why our multidisciplinary teams bring together people with deep industry knowledge, technology skills, and the functional experience combined with the transactional knowledge you need to drive both immediate and lasting progress for the new company. We’re ready to execute side-by-side with your team, from diligence to separation execution.
Our trusted M&A transaction advisors will assess key technology and operational risks while highlighting opportunities for growth and value creation post-separation. We focus on cross-functional and technology entanglements with the parent company. We tap into benchmarks and broad transaction experience to model the standalone run rate and one-time cost to separate, resulting in EBIDTA adjustments for our clients.
Leveraging our vast buy-side and execution experience, we also advises companies when preparing a division, business unit, or asset for sale. Sell side readiness benefits the management team in stress-testing their operations and identifying vulnerabilities early in the sales process. Any critical issues identified can either be immediately triaged or incorporated into the divestiture timetable to ensure a clean and effective separation—and reduce the risk of purchase price reductions.
In addition to preparing the necessary due diligence materials we develop a cross-functional standalone operating cost model across people, systems, applications and contracts. This exercise identifies both gaps and cost takeout opportunities, providing confidence in the spin off company’s cost structure.
Transition Service Agreement (TSAs) is a unique carveout attribute that adds to deal complexity and cost. As the due diligence phase shortens, the timeline to agree to TSAs is a top priority. Successfully navigating TSAs requires collaboration with several stakeholders including M&A advisors, general counsel, and bankers. Our balanced approach ensures:
Our proven planning tools and experience can help you expedite the process of building the separation work plans, Day 1 checklists, and TSA governance. So you can be sure that you’ve covered all the bases for getting to Day 1—and beyond.
How should NewCo balance optimization vs. risk mitigation when defining the future operating model? That’s where we come in with our V2R (value to risk) framework. We define a target operating and capability model for success—including skills, organization structure, operating norms, business processes, technology, vendors, metrics, and culture. Our library of industry-specific target operating models can help you jump-start this process.
Execute with confidence. Under the leadership of our SMO, you can be sure that you’re using proven program management approaches and processes for tracking progress. Our digital SMO tools and dashboards minimize administrative workload during execution. So you can accomplish your goals with leaner teams.
Leverage modern technology—for example, cloud infrastructure and digital/data platforms—to build an agile, scalable organization from the outset. We use proprietary enterprise resource planning (ERP) carveout data migration tools and accelerators for SAP, Oracle, and NetSuite to rapidly exit TSAs. We also help you identify and establish other core systems you will need for Day 1 and further into the future—for example, data and business analytics, human capital management (HCM) and payroll, and customer relationship management (CRM) systems. We have a proprietary infrastructure and security reference architecture “in a box” utilizing AWS and Microsoft to accelerate the foundational infrastructure separation.
Advance your pace of transition with our proven CORE approach. Staffed with true functional experts, CORE provides “practitioner” expertise and interim leadership for key functions such as human resources, finance, cybersecurity, and information technology beyond closing—when many other service providers exit. CORE is designed to consolidate functional areas that typically comprise 60% to 80% of the one-time separation budget. It can reduce the number of vendors required, as well as the program management risks.