Transaction Services

Bring rigour, structure and planning to your M&A, Divestiture or Exit

Meaningful results

With a proven track record of delivering in challenging circumstances, we bring real world experience to your deal with experience in divestments, joint ventures and integrations from $20M – $400M

Leadership credibility

We are proud of our achievements managing dedicated teams of up to 50 FTE locally and across the country. With an average project length of 8-10 months we are motivated to dig in and deliver significant value to organizations.

Managing at scale

Our strengths are in our ability to produce high value, high visibility results under tight timelines with wide-ranging impacts to thousands of affected stakeholders (8,000 – 15,000 impacted staff members).

Our Sell-side Practice

We help our clients develop answers to the difficult questions that prospective buyers have about what’s in scope, deal schedule, and the transitional services they can rely on. We work with sellers to develop a well-structured offering roadmap. This allows sellers to retain their competitive position by being ready to execute, reducing the amount of risk buyers may factor into their valuation, limiting punitive earn-outs and maximizing the final sale price the seller sees at close.

Our Buy-side Practice

Whether you are developing an M&A deal or recapitalizing there are millions of dollars at risk in a buy-side transaction. Our framework gives clients a structure, a concrete plan and a governance model that will drive integration objectives home and keep targets on schedule. Give your stakeholders confidence that the groundwork is in place to make the newly combined company an undeniable success.

Our Sell-side Services

Pre-sale Health Check & Playbook

TSGI helps our clients gauge their ability to proceed with a major transaction starting with an honest assessment of their overall readiness. The sample questions below help us drill down into the priority risks and issues associated with the transaction, and allows an owner or executive a chance to “gut-check” their confidence levels:

  • You are concerned that there isn’t sufficient internal resource, structure or political capital necessary to ensure the sale succeeds
  • There are no plans in place to coordinate integration programs nor to measure and evaluate the progress, problems, or success of your sale
  • The scope and impact of the transaction on both parties is not well understood. Do the businesses understand one another? Is there a governance structure in place to facilitate and mitigate conflicting priorities?
  • a Day 1 and 100 playbook details down to the nuts and bolts mechanics of how the transaction will play out (based on success criteria, critical integration milestones, roadblocks),
  • a pre-sale Urgent Action Plan identifies impacts to business functions (finance, IT, treasury, marketing, supply chain, HR, tax and compliance) and how these impacts will be neutralized and managed,
  • a Comprehensive Risk Plan systematizes the quick identification and mitigation of all sale-related risks
Divestments, Exits & Carve-out Management Offices

Transactions of this nature can be different from the more “typical” M&A deal and call for special attention. Work on the development of a Roadmap/Playbook must begin long before a deal is completed:

  • Stockholders, creditors and the executive want to see clear and rapid benefits soon after the transaction is complete
  • Companies need to ensure readiness planning is well underway well before the deal is signed, otherwise the buy-side company may take weeks, months or even years to break through roadblocks and fully realize gains from the transaction
  • Employee and vendor confidence in the newly changed organization may suffer if the transaction effort is poorly managed
  • Total Divestment, Exit or Carve-out Review: In many cases, the remaining business makes significant changes to its core business functions to facilitate the transaction – finance, IT, treasury, marketing, supply chain, HR, tax and compliance – any hidden gaps in any of these groups can be punishing
  • Identify and execute on quick wins to build internal and external confidence and momentum in the divestment

 Our Buy-side Services

M&A Integration Management Offices (IMO)

TSGI establishes an IMO staffed with M&A integration experts on client premises with the overriding objective of making your transaction a success. An IMO is a temporary organization with the authority and responsibility of developing and executing an effective transaction strategy and is most effective starting at the early stages of the pre-announcement phase through to the successful completion of the transaction. Key activities include:

  • The IMO establishes a governance structure to align projects, people, process, and systems with integration objectives
  • The IMO drives the pace and development of overall integration plans, including all integration projects, resource plans, corporate structure/restructuring plans, communications plans, and stakeholder plans
  • The IMO isolates and captures all integration related expenses under one cost umbrella for easy tracking and reporting
Second Wave Integration Management Office

Sometimes, organizations don’t get the post-transaction integration right the first time. You’ve invested millions or billions of dollars in a business, and your stakeholders are losing confidence in the current state of the poorly integrated state of the newly combined company.

Inside and outside forces (ie legal, regulatory, political) may make it difficult to integrate fully in the first 100 days post-transaction:

  • Optimizing the integrated organizational structure is a challenge due to concerns over business continuity or political sensitivities
  • Achieving total consolidation of back office functions and support staff is unpopular and difficult
  • Structural/legal challenges in property, plant and equipment, long term leases or selling properties, privileged vendor relationships