Developing an effective carve-out plan is key — and PE firms often need to kick-start the process far before putting pen to paper. It is critical for PE firms to begin evaluating strategic partners during the due diligence phase, with an eye towards securing the best talent to execute the separation. Often talent with experience in orchestrating carve-outs and other M&A activities is essential for driving value in the face many complexities. It's difficult to overstate the value of having prior experience at the wheel.
Q. When you’re at a networking event, how do you describe your independent career status, and where you focus your work?
I am an independent consultant specialising in Post-Merger-Integration, Carve-Out, IT Due Diligence, and PE Portfolio Performance Improvement Programs.
Q. What are the specific benefits that you, as an independent, offer to the operating teams/portfolio company leadership? How do you explain the value your expertise brings?
On the one hand, I bring expertise in advising CXOs, but I'm also able to roll my sleeves up and work across project teams in Consulting Type Engagements, offering more than a typical Management Consultant does.
Q. Why do you think there is increasing demand for independent expertise with PE operating teams?
There are limited consultants in the space with end to end knowledge in Carve-Out, PMI, IT DD and Portfolio Improvement projects. PE Operating Teams value independent expertise with these all-round capabilities who can flex style to advise CXOs/PE Investors and at the same time can do hands-on work where needed.
Q. Describe a recent or successful assignment in terms of scope, duration and any particular highlights in the outcomes.
A recent successful assignment included:
Single-handedly leading the carve-out of a 20mn£, 100 people international business separating from a 2bn£, 2500 people technology company.
Acting as Program Director, leading both Parent and Separated Entity - advising CXOs on both sides.
Supporting the separated entity in the hiring of CFO, CTO, CIO, CHO, and establishing Processes & Systems for the separated entity.
Implementing 20+ Systems, ensuring savings of up to 2mn£ in contract negotiations; at the peak of project, I was leading 100 people from Parent, New Co and multiple Vendor teams.
Q. What advice would you give to anyone about to embark on an independent career as to how they can provide the best results for a client, while fulfilling their own career path?
Try to build a niche for yourself and ensure to get repeated quality work to make a name for yourself in a competitive market.
Need any support with Carve-Out, Post-Merger-Integration, or Pre & Post Deal Execution? Engage with talent like Mark by posting a project now, or by talking to us about how to build up a pool of similar talent in the field.