Carving a business or an asset out of a parent is where technology risk tends to hide. Shared systems, shared licences and shared teams look simple from the outside and rarely are. We help buyers and sellers understand the real entanglement, plan the separation, and give the business what it needs to run independently.
Seeing the entanglement early
Before anyone commits to a timeline, we map what the target genuinely depends on from its parent: applications, infrastructure, data, identity, contracts and people. That picture drives everything else, and finding it late is what turns a carve-out into a scramble.
Transitional services, and getting off them
Transitional service arrangements keep the lights on after completion, but they are a bridge, not a home. We help scope what the arrangement needs to cover, what it should cost, and, crucially, a credible plan to exit it before it becomes an expensive habit.
Standing up standalone technology
We plan the target's own infrastructure, its own data, and its own supporting tooling, sequenced so the business keeps operating throughout. That covers cloud and hosting, identity and access, core applications, and the separation of data that has to be untangled cleanly and lawfully.
Cost, licensing and surprises
Separation changes the economics. Enterprise agreements that were shared now need their own footing, and standalone volumes can look very different. We surface the cost and licensing implications early so they inform the deal rather than landing afterwards.
Corporate, PE, public and private sector
We have supported carve-outs across acquisitive portfolio companies and private equity deals, as well as public and private sector separations, where governance and continuity obligations add their own weight. The principles hold, and we adapt to the setting.