Separating a business from its group, or bringing a new one in, is first and foremost an IT project. Applications, data, contracts and teams are shared, and every missed dependency ends up as extra cost or delay. I run these operations from scoping through to TSA exit.
Shared applications, data, infrastructure, contracts and people.
Scope, service levels, pricing and exit timeline.
What has to work on separation day, and the cutover plan.
Stand-alone IT function, teams, vendors, governance.
Recurring IT budget, one-off costs, and a path to bring them down.
Integration into the buyer's systems, application rationalisation, synergies.
Dependencies, risks and cost estimate. Two to four weeks.
Scenarios, TSA negotiation, Day 1 plan.
Running the separation or integration through to cutover.
Final migrations, stand-alone organisation in place, handover to the teams.
A dated, costed separation or integration plan, clear governance between seller, buyer and vendors, and monthly cost tracking until the TSAs end.
A Transitional Service Agreement: the contract under which the seller keeps providing some IT services to the divested business until it has its own systems. Its length and price weigh heavily on the total cost of the deal.
It depends on the scope, but recurring IT costs almost always go up after separation. I put a number on them during the diagnosis so they are built into the business plan.
Both. For the seller, to prepare a clean, defensible separation. For the buyer, to secure Day 1 and keep costs under control.
I'm happy to have a confidential conversation about your situation, with no commitment on your side.