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A large chemicals/pharmaceuticals conglomerate wanted to sell one of its chemicals business units in order to fund the purchase of a pharmaceutical business. Due to the integration of the new business, the conglomerate told the target that it must execute the carve out itself with no assistance from the corporate M&A team. The scope of the work was expanded from carve out planning to include the identification and development of business cases for business and IT synergies and to define the new global IT Organisation and Target Operating Model (TOM).

The following services were provided by the Aspire founder: Programme management of IT Carve Out. Provision of specialists embedded in the major sub-workstreams including assistance in every country except where only a sales office existed. Identification of business and IT synergies and business case development. Support of the Vendor Due Diligence work on behalf of the target. Worked with the CIO to define a new IT Organisation and Operating Model. Developed an integration programme structure with the client and mobilised a global, joint integration team. Identified integration risks and issues and suggested resolution approaches. Advised on communications content, tone and delivery mechanisms.

Delivered IT synergies expected as part of Carve Out. Ensured that the banks remained supportive of the deal and the management team. Defined an effective IT organisation for the standalone business. Minimised the costs of Carve Out. Ensured control and effective risk management throughout the engagement.