Event to Transformation

• Assist management with drafting pro forma financials pre- and post-transaction

• Assess resource gap requirements and develop an impact assessment of the transaction on business operations, people, and systems; supplement as necessary

Benefits of Doing It Well

• Greater certainty in transaction outcomes

• Lower deal expenses from reducing redundant resources

• Minimized disruption to management, enabling greater focus on day-to-day management

• Better alignment of buyer and seller incentives leading to “win-win” outcomes

• Financial transparency

• Improved governance and organizational visibility

• Timely and accurate reporting and forecasting

• Sustainable financial models

• Team engagement and accountability

• Elimination of stranded costs

What We Do

IPO

A structured IPO process minimizes the risk of adverse comment letters from the SEC and increases the likelihood of favorable pricing during the marketing process.

• Quarterback the IPO process: Develop transaction timeline and key milestones, liaise with internal and external stakeholders, identify and resolve issues, and mitigate risks

• Assist with S-1 and other regulatory filings

• Prepare and pressure-test business models based on investment thesis

• Develop financials and other roadshow materials

• Identify additional public company compliance process and resource requirements

• Provide surge resources to assist with SEC reporting, financial modeling, FP&A, etc.

• Reengineer close process to comply with accelerated filing and controls requirements

Merger Integration

A structured integration management office, detailed plans, and deep subject-matter expertise can help to de-risk a transaction and facilitate synergy capture and achievement of the investment thesis.

• Develop the transaction financial model, including pressure-testing synergy assumptions and modeling potential capital structures

• Stand up and manage the integration management office, including establishing the timeline and key milestones, and identifying and mitigating risks

• Formulate detailed functional integration plans, incorporating people, process, and system considerations

• Ensure Day 1 financial reporting readiness and design go-forward consolidated financial reporting process

• Evaluate sufficiency of existing IT systems and infrastructure

Carve-Out/Divestiture

A detailed analysis of anticipated standalone costs and TSA level of service is critical to realizing anticipated value from transaction.

• Develop and manage the carve-out timeline, key milestones, and resource needs

• Build standalone pro forma financials and perform scenario analysis

• Prepare Form 10 and other regulatory filings

• Identify key considerations for TSA negotiations and assist with TSA development

• Analyze stranded costs and right-size accordingly—people, systems, contracts, etc.

• Design NewCo finance structure, processes, and tools; identify talent gaps

• Address business continuity needs, including vendor and customer notifications related to the transaction

• Create and implement NewCo reporting and analytic capability

• Augment staffing needs to close the last mile of finance on the road to Day One

Headquarters Relocation

Proactively preparing a transition plan and documenting existing processes will provide greater certainty and reduce expenses and risk.

• Prepare transition timeline and cost estimates

• Develop desktop procedures and ensure policies are correctly documented to minimize loss of institutional knowledge

• Determine organizational needs, assess talent gaps, and develop hiring plans

• Evaluate back-office support needs at new location and identify key vendors

• Provide tracking mechanism for key assets to minimize loss

• Drive to a clean accounting close pre- and post-relocation

• Ensure technology is enabled, processes simplified, and workflows corrected during transition period