Interim CIO/CDO for PE portfolio companies, the upper mid-market, corporate groups and divisions

When the transaction depends on IT

Carve-out, post-merger integration, buy-and-build and exit – with a fixed contractual deadline, synergies priced into the deal and the exit multiple in view.

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Situation

Transactions have dates nobody moves: closing, Day 1, TSA end, exclusivity phase. IT is often the longest path. 40% of decision-makers name IT separation as the biggest hurdle in a carve-out.

For whom

  • Operating partner and deal team
  • Separation management office
  • CFO and Head of M&A
  • Portfolio CEO
  • Group CIO on the buyer side

What I take on

I lead the IT of the transaction in the line: separation or integration plan, TSA negotiation and management, workstreams, providers, budget and reporting to management and investor.

What is in place in your situation after 30, 60 and 90 days

  1. Day 30Scope and TSA clarified

    Separation or integration scope, TSA positions, risks and decision papers are available; workstreams are staffed.

  2. Day 60Day-1 and cutover plan in place

    Workstreams are running, the Day-1 or cutover plan is agreed with buyer and seller, operations remain stable.

  3. Day 90Target operating model approved

    Target operating model, TSA exit plan and budget are approved; the migration runs with accepted outcomes.

Services

Carve-out, IT separation & TSA exit

Deadline: TSA term (typically 8–12 months), closing, data separation

What I take on

Separation of data centre, network, M365 and applications, TSA negotiation, exit strategy per application, build-up of the stand-alone IT organisation.

Evidence

  • TSA exit across 8 workstreams: ≈ 4,000 users migrated, 474 applications dispositioned, 3 data centres exitedCarrier, Interim CIO, 2025
  • Day-zero functionality of all critical business functions across 8 sites in 4 countries; TSA with a 6–9-month term negotiatedRecipharm, Interim CIO, 2023–2024
  • Review of the carve-out IT strategy: TSA exit from ≈ USD 8m to 5mAmpleon, 2015

Post-merger integration & buy-and-build

Deadline: Closing, synergies priced into the deal, cadence of add-on acquisitions

What I take on

Day-1 readiness, joint operating model, consolidation of platforms, stable operations during the integration.

Evidence

  • Major incidents from 18 to 1 per quarter, critical-infrastructure outages down to 0; data-centre exit on the deadlineAlliance Healthcare, Interim Head of IT Operations, 2023
  • After 45 add-on acquisitions: consolidation of 9 practice management systems onto one target platform preparedARTEMIS, Interim CIO fractional, 2025–2026
  • IT merger of five practices: integration time for new sites halvedRanova, Interim CIO, 2013–2016

Exit readiness of IT & group IT strategy

Deadline: Vendor due diligence, holding period, value creation plan

What I take on

Due-diligence-ready IT strategy, cost transparency, technical-debt assessment and structured handover for the transaction.

Evidence

  • Exit multiple +1.2–1.7 (forecast); ≈ 20% savings potential on ≈ EUR 3.3m IT cost per yearARTEMIS, 2025–2026
  • 170 findings and 10 fields of action in 8 working days as the decision basis for the exitKelvion, 2017–2018

IT due diligence – buy-side, sell-side, vendor

Deadline: Exclusivity phase, signing

What I take on

Technological assessment of infrastructure, applications, contracts, tech debt, cybersecurity, data quality and separability.

Evidence

  • 28 IT risks for the planned merger documented, integration risk assessedOberlinhaus, Interim CIO and advisor to the board, 2025–2026
  • Technology executive in the PE due diligenceSoftware AG / Cinven, 2019

Hospital and provider mergers: bringing IT together

Deadline: Merger resolution, funding deadlines

What I take on

IT due diligence for the merger, target picture of the joint IT, transition to shared platforms and providers.

Evidence

  • IT due diligence for the merger: 28 IT risks documentedOberlinhaus, 2025–2026
  • Merger of five radiology practices into one network; integration time for new sites halvedRanova, 2013–2016

Case Studies

Leistungspakete

IT Due Diligence

Technological assessment of the target company: infrastructure, applications, contracts, tech debt, cybersecurity, data quality and separability – in the exclusivity phase.

IT Exit-Readiness Check

The vendor-due-diligence view of your own IT: findings, cost transparency, risks and roadmap before a buyer looks.

Carve-out & PMI Playbook

Structured separation or integration plan with Day-1 readiness, TSA scope and exit, synergies and workstreams.

TSA-Exit Roadmap

Workstreams, application disposition, exit plan and TSA cost tracking through to TSA independence.

Let’s talk.

The simplest route to a conversation is the best one. A call, an email or a meeting – and in 20 minutes we’ll know whether and how I can help.

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