Case Study
TSA Separation of Carve-Out Purchase
Technology
INDUSTRY
2,800
EMPLOYEES
$295M
ANNUAL REVENUE
Background
Our private equity client purchased a distressed business unit carved out from a large, multi-national public company. Go-forward business was planned to function on TSA for 180 days following separation. After a challenging first 90 days, our client engaged us to lead and accelerate the TSA separation.
Objective
- Pop up finance function to build pro-forma scenarios for TSA exit cycle personnel needs.
- Rationalize workforce needs by function.
- Develop retention, severance, and termination plans.
- Develop IT roadmap for system transitions and separation.
- Project manage system migrations and coordinate key players.
- Identify organization dependencies impacted by separation.
- Prepare customer and vendor contract transition roadmap (Legal + Functional management).
- Catch up working capital tracking and prepare settlement dispute support.
Solution
- Maintained high visibility and credibility of financial data during TSA period.
- Developed workforce plan and separation stair step to maintain continuity.
- Developed and program managed IT road map of systems separations.
- Shifted organization dependencies to add efficiency and synergies after separation.
- Implemented future-state cost center reporting to accelerate accountability and adoption of spend controls.
Successful TSA separation following highly disruptive first 90 days.
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Knowledge Hub
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Accelerated First-Time Audit of Business Unit Carve Out
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