Carve-outs & Separation

Carve-out and separation programmes delivered to fixed deadlines

In a carve-out, the deadline is fixed, the old ERP never gets switched off, data really does equal money, and the people who will run the new business often haven't been hired yet.

What I take care of

  • Day 1 minimum capability, and scope cut to what Day 1 actually requires
  • Data separation and migration, including sweeps for data that selection criteria miss
  • In-flight transactions: cut-offs, closure in the source system, and reconciliation
  • One trusted P&L for buyers across multiple ERPs and charts of accounts
  • Interim process owners and a decision log for the leadership team that arrives later

Recent separations

At Quadient I delivered the carve-out of a separate business unit in four months to a fixed deadline, and carved out the French digital division onto Salesforce in four months. At Fonterra, centralising finance onto SAP Central Finance across 40 countries enabled the divestment of the global foodservice division. At Brambles, I worked on M&A and carve-out within a global data and ERP transformation.

Questions

Frequently asked

What is the biggest risk in an ERP carve-out?

In-flight transactions. Half-shipped orders, renewing contracts, payments landing in the old entity's account. Decide early, in writing, for every transaction type, and prove it with reconciliation.

Who designs processes if the new leadership isn't in post?

Interim process owners from today's organisation make the calls, against a fit-to-standard rule, and every decision is logged with its reason so the real owners inherit a clear trail.

Is a programme keeping you up at night?

A short, confidential conversation is usually enough to tell whether it needs recovery, assurance or simply a second opinion.

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