Realizing the implied value from transformative events requires a structured approach to de-risk the transaction, we proactively identify and address potential gaps, allocate resources appropriately, and execute the transaction. A systematic and fact-based approach minimizes business disruptions and provides a clear roadmap to achieve desired outcomes.
Our Approach
-
Partner with the client team to develop an achievable timeline and adhere to key milestones
-
Review transaction business plan, identify potential issue areas, and develop contingency plans
-
Develop the transition playbook to ensure a disciplined execution plan
-
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