Divestitures & Carve-outs

Our Impact

£6bn+

Of carve-out and exit value supported

Divestment strategies delivered

Divestitures and carve-outs are among the most complex corporate transactions. Unlike acquisitions where integration challenges emerge post-deal, separations require upfront resolution of entangled operations, shared services, and complex interdependencies.

We help sellers maximise value through disciplined preparation and execution. This means developing the equity story tha...

How We Help

Separation Planning

Design the target operating model and plan the operational separation.

Vendor Due Diligence

Prepare comprehensive sell-side materials that build buyer confidence.

TSA Design

Structure transitional service agreements that protect both parties.

Stranded Cost Management

Identify and address costs that remain with the parent post-separation.

Our Approach

Our approach in divestitures and carve-outs begins with how risk and capital are distributed across the portfolio. Assets become candidates for separation not only because of underperformance, but because they absorb disproportionate management attention, capital, or volatility relative to their strategic contribution.

Engagements focus on developing a full range of exit and restructuring options. Outright sale is assessed alongside alte...

Related Capabilities

Portfolio Strategy Capital Allocation Vendor Due Diligence PMI

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Insights & Articles

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Addressing 8 Key Due Diligence Challenges in Mid-Market Transactions

The Eight Challenges Affecting Mid-Market Due Diligence

The CEOs Blueprint to Perpetual Transformation

In today's rapidly changing world, organisations must be constantly transforming to remain competitive. This requires a culture of change, robust risk management, and significant investment. By investing in the right capabilities and building a culture of transformation, organisations can position themselves for success in a world of constant change. In a world of perpetual disruption, incremental and iterative change is no longer enough. Organisations must embrace a culture of transformation that encourages risk-taking and learning. Robust risk management is essential to identify and mitigate potential risks. Perpetual transformation requires a significant investment of time, money, and resources.

The Evolving Partnership: CFOs and CTOs at the Forefront of Business Transformation

An exploration of the evolving relationship between Chief Financial Officers and Chief Technology Officers in the digital era. Traditionally, CFOs handled financial management while CTOs focused on technology. However, the rise of digital technology and artificial intelligence (AI) has blurred these roles. Now, 62% of CFOs are involved in digital strategy, recognising the value of technology in business efficiency and profitability. The synergy between CFOs and CTOs has become crucial, combining financial acumen with technological insight to ensure investments align with business strategies. This collaboration is key in managing projects, cybersecurity, and regulatory challenges. Examples like JP Morgan Chase demonstrate the successful outcomes of this integrated approach. As businesses continue to embrace digital transformation, the CFO-CTO dynamic is increasingly central to navigating the complexities of the modern business environment.