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IT Integration Services For Carve-outs

Leverage expert methodologies, experience, and knowledge that has powered thousands of financial transactions, mitigating risks at every carve-out stage.

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Carve-outs often present unique challenge in the M&A process. They can entail the sale of businesses that may or may not have IT systems coming with them. And that’s where we come in!

Stay Ahead At Every Step

Overcome typical carve-out challenges

01.

Handle challenging situations where businesses being sold are a part of the divesting entity.

02.

Manage parent systems or processes that are performed by people who do not transfer to the new organization.

03.

Untangle resources of the business unit being sold that are intertwined with the parent’s organization’s data, process, and people.

04.

Segregate and neatly pack every element before providing to the buyer.

Finally, the documents are presented to the executive leadership team to deliver a birds-eye view of their organization’s IT stance. Directors of IT, CFO’s or other organizational leaders may utilize the spreadsheet to track control-by-control implementation and use it as a working document.

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The degree to which the Parent has made preparations for the split dictates how much work needs to be done by the Buyer.

We help Private equity buyers essentially stand up entire companies from the ground up (NewCo) with new Financials, ERP/MRP, CRM, WMS, HRIS, email, website, phone systems, and much more!

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ne Digital Framework

Typical format of our engagement model:

Scope

  • Transition Services Agreement (TSA) Assistance—TSA evaluation, TSA negotiation advice, TSA Exit planning.
  • Evaluation of relevant IT systems, Target systems to migrate the business into, any new greenfield systems that may be required to stand-up the NewCo.
  • Execution of all IT preparation and standup NewCo workstreams.
  • Integration of carve-out entity with a platform investment if it exists.

Deliverables

  • TSA Exit Plan and Execution.
  • IT Roadmap for Carve-out entity.
  • IT Capex and Opex budgets for Carve-out stand-alone or integration.
  • Periodic status updates to Senior Leadership and Private Equity Investors
  • Transition of NewCo to a permanent IT leader


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ne Digital Process

  • Detailed review of TSA legal agreement and schedules to understand costs and timelines.
  • Interviews with the executive team and functional leaders of NewCo and Acquirer entity if it exists.
  • Site visits to understand the people, culture, business processes and concerns.
  • Evaluation of Software and Hardware platforms and IT team capabilities required to stand up NewCo .
  • IT vendor management for services provided by third parties
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Be Carve-Out Ready

01.

End-to-end readiness for carve-out execution

02.

NewCo organizational design and operating model

03.

Innovation, optimization and acceleration

04.

Identification and management of stranded costs

05.

Finance statement development for carve-outs

06.

Development and exit of transition services agreement

Finally, the documents are presented to the executive leadership team to deliver a birds-eye view of their organization’s IT stance. Directors of IT, CFO’s or other organizational leaders may utilize the spreadsheet to track control-by-control implementation and use it as a working document.

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Client Success

Industry: Manufacturing

Hunters Specialties, is a custom manufacturer and distributor of hunters’ camouflage products, scent products as well as deer and turkey call products...

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Industry: Manufacturing

Stir Foods, headquartered in Orange County, California, is a custom manufacturer of soups, sauces, dressings, fresh salsas, and muffin batters for both retail and...

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ne Digital Value Proposition

In certain cases, we take on an interim CIO role until a full time IT leader is hired. Roles and responsibilities here include

01.

Working closely with executive teams to help them navigate time-bound and expensive Transition Services Agreements (TSAs).

02.

Handling the Record to Report processes by working with CFOs and setting up the new chart of accounts, cost accounting, reporting, and business analytics.

03.

Collaborating with COOs to streamline verticals such as Material Resource Planning (MRP) systems, inventory, and Bills of Materials (BOMs), scheduling, and warehouse management systems (WMS).

04.

Assisting Marketing, Sales, Operations, and Finance to ensure that Order to Cash processes are correctly configured.

05.

Ensuring that the ERP and Order Entry is closely integrated with Customer Relationship Management (CRM) platforms.

06.

Helping HR functions to ensure that Hire to Retire processes are documented and digitized.

07.

Setting up HR Information System (HRIS) which handles Hiring, Payroll, Benefits, and Performance Management.

Finally, the documents are presented to the executive leadership team to deliver a birds-eye view of their organization’s IT stance. Directors of IT, CFO’s or other organizational leaders may utilize the spreadsheet to track control-by-control implementation and use it as a working document.

Let’s Talk

Resolve Capital-Intensive Queries

· How to ensure zero disruption of business operations during carve out execution?

· How to manage lack of subject matter expertise to manage the carve-out?

· Which framework should be used to guarantee requisite quality levels in delivery?

· What is the best risk mitigation strategy to handle unknown variables?

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Manage Divested Businesses Or Realign Business Models With Timely Carve-outs

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