Vendor due diligence
- Operational and IT due diligence prior to a divestment
- Critical review of the available information provided by management and obtained independently
- Detailed investigation on site or in close liaison with management
- Review of underlying operations, IT and creation of analytics to aid decision making
Value creation
- Provide portfolio teams with the operational, IT, analytics, working capital and restructuring
skills needed to drive value, including
- Performance improvement
- Support growth strategies
- Understand and prioritise investments
- Design and implement organisational, technology and operating model changes
- Cost reduction and cash release
- Respond to market forces
- Release cash for investment
- Improve control and focus
- Transaction delivery
- Take control
- Ready a business for exit
- Plan, implement and deliver carveouts or integration of bolt-ons
Integration
- Plan, deliver and track benefits of your integration strategy, including
- Protect the business : Maintain performance during the integration
- Develop the integration strategy : Define the target operating model, quantify
synergies and identify benefits
- Plan and support delivery : Establish the Programme Management office, setup
mechanisms to deliver the synergies
- Manage systems, people and culture : Setup the right employee engagement and
communication processes to ensure integration success
Separation and carveout
- Provide, Operational, IT, Working Capital and Programme Management input to the
execution of carveouts and separation projects
- Develop the financial, operational and IT baseline for the separated business
- Input to the right transaction documents: Financial and operational fact-books, Transitional
Support Agreements (TSAs), Seller Information Document (SID) and/or Vendor Due
Diligence Document (VDD)
- Perform detailed investigation on site or in close liaison with management
- Manage the separation programme and provide targeted support
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