TSA exit after carve-out
Building technology / refrigeration
≈ 4,000 users migrated
Transaktion · Stichtag & Regulierung
Exit readiness
Clinic group (buy-and-build) owned by a private equity firm
- Company
- ≈ 1,700 employees; ≈ EUR 350m revenue
- Role
- Interim CIO (fractional)
- Responsibility
- Reporting to management and the PE owner
- Scope
- > 140 sites; ≈ 20 cluster companies; 45 add-on acquisitions
- Period
- 2025–2026
+1.2–1.7
Exit multiple +1.2–1.7 (forecast), due-diligence-ready strategy
≈ 20%
≈ 20% savings potential on ≈ EUR 3.3m IT cost per year
12 months
Cloud-first business case and 12-month consolidation plan
Starting point
Heterogeneous IT after 45 add-on acquisitions
9 practice management systems, around 500 vendors and shadow IT without cost transparency.
CIO vacancy in a decentralised structure
Cluster companies with their own budget authority and their own providers.
Cyber incident during the mandate
Security governance gap without a CISO and without ISO 27001.
Objectives
- Robust group IT strategy 2026–2029
- Exit readiness of IT for the upcoming transaction
- Bridging the CIO vacancy with central IT governance
Measures
- IT strategy 2026–2029 presented in two board milestones
- Target picture central IT: cloud first, managed services, federated operating model
- Consolidation of 9 practice management systems onto one target platform prepared
- 8,863 invoices analysed: cost transparency across around 500 vendors
- Technical-debt assessment and cost-of-non-integration analysis (≈ EUR 1–1.5m per year)
- Security maturity assessment (NIST CSF 2.0), roadmap, NIS2, CISO and ISO 27001 build-up initiated
Decisive turning point: Target picture central IT – cloud first, managed services, federated operating model – presented to the board as a due-diligence-ready strategy.
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.
More case studies
Sell-side carve-out
Pharma CDMO, PE-owned
Day zero across 8 sites
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