TSA exit after carve-out
Building technology / refrigeration
≈ 4,000 users migrated
Read case studyTransaction
Sell-side carve-out
Pharmaceutical group owned by a private equity firm
- Company
- ≈ 9,000 employees worldwide
- Role
- Interim CIO
- Responsibility
- 30 direct reports; chair of the carve-out and TSA steering committee
- Scope
- 8 sites in SE, ES, FR, IL; ≈ 140 applications; 8 workstreams
- Period
- 2023–2024
Day Zero
Day-zero functionality of all critical business functions
EUR 350m
Resumption of a EUR 350 million carve-out, serious disputes defused
TOM
Target operating model set up for the divested company
Starting point
Incomplete agreements
The contractual basis had neglected IT; contradictions and delays were the result.
High complexity
A second carve-out ran in parallel, a data centre had to be replaced, sites with key staff were closed.
Conflicts on site
Individual employees at the sites being divested used the situation to settle old scores.
Objectives
- Day-zero functionality of all critical business functions
- Alignment of the contractual basis and compliance with it
- Minimal cost and disputes, fast implementation
Measures
- 180 IT services identified and prepared for decision and planning
- 91 measures managed before and on the closing date
- 41 decisive assumptions negotiated as the joint basis for both sides
- 54 TSA documents adjusted and monitored
- PMO and steering committee set up for the selling company
Decisive turning point: 41 decisive assumptions negotiated with the other side as the joint basis; serious disputes defused.
How I proceed
- Day 30Ability to act and decide
Situation, risks and decision papers are on the table; the first decisions have been taken.
- Day 60Stabilisation and alignment
Operations are stable, governance and reporting are running, the target picture is agreed.
- Day 90Ability to transform
Organisation, plan and budget carry the implementation; it runs in phases with accepted outcomes.
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