Skip To Content

04 · Carve-Outs And Separation

Protect Continuity.
Build Standalone Readiness.

We lead separation across shared services, enterprise applications, data, workforce operations, transition arrangements, and the future standalone organization.

Our Capabilities

Carve-Outs And Separation

Explore the leadership, delivery scope, and practical outputs we bring to the work.

Separation Assessment & Program Planning

We define the perimeter and the dependencies that control separation.

How We Help

  • We coordinate discovery of in-scope entities, processes, systems, data, vendors, and shared services.
  • We identify retained and separating responsibilities, operational dependencies, transition constraints, and delivery risks.
  • We establish separation workstreams, executive governance, resources, milestones, and decision ownership.

Key Deliverables

  • Separation Assessment
  • Dependency Map
  • Program Charter
  • Integrated Separation Plan
Standalone Operating Model & ERP Stand-Up

We design the capabilities the independent organization needs.

How We Help

  • We align future Finance, HR, payroll, procurement, technology, and support responsibilities with leadership.
  • We plan enterprise application stand-up, vendor onboarding, process design, resourcing, and implementation sequencing.
  • We coordinate the readiness of permanent services with interim arrangements and separation deadlines.

Key Deliverables

  • Standalone Operating Model
  • Capability Roadmap
  • ERP Stand-Up Plan
  • Resource Requirements
Transition Services & TSA Exit

We turn temporary service dependencies into a controlled exit plan.

How We Help

  • We coordinate transition service dependencies, accountable owners, service milestones, and operational expectations.
  • We build exit plans around replacement capabilities, data migration, application deployment, and support readiness.
  • We track exit risks, schedule, cost implications, and decisions with commercial, legal, and functional owners.

Key Deliverables

  • Transition Services Tracker
  • TSA Exit Roadmap
  • Dependency Plan
  • Exit Readiness Evidence
Systems, Data & Workforce Separation

We coordinate the separation without losing critical operating capability.

How We Help

  • We lead workstreams for application disentanglement, ERP deployment, integrations, reporting, access, and workforce processes.
  • We coordinate data extraction, migration, reconciliation, retention decisions, and control requirements with specialists.
  • We manage cross-organization dependencies, testing, release plans, and vendor deliverables.

Key Deliverables

  • Technical Separation Plan
  • Migration Milestones
  • Functional Readiness
  • Acceptance Checkpoints
Day One Cutover & Standalone Readiness

We bring the separation workstreams together at the transition point.

How We Help

  • We create the separation cutover runbook across systems, data, payroll, finance, access, communications, and support.
  • We coordinate rehearsals, freeze windows, task owners, continuity measures, and contingency decisions.
  • We lead readiness reviews, executive go/no-go decisions, command center execution, and initial operating validation.

Key Deliverables

  • Day One Readiness Dashboard
  • Cutover Runbook
  • Decision Checkpoints
  • Transition Execution
Post-Separation Stabilization & Handoff

We establish reliable independent operations and close remaining dependencies.

How We Help

  • We lead stabilization, incident escalation, support ownership, and closure of transition issues.
  • We validate the standalone operating model, service performance, application ownership, and remaining TSA exit commitments.
  • We transfer the improvement roadmap and delivery controls to permanent leadership and operating teams.

Key Deliverables

  • Stabilization Plan
  • Service Handoff
  • Dependency Closure
  • Standalone Improvement Roadmap

Selected Experience

The Experience Behind The Offering.

Specialty Insurance Organization

Carve-Out And Standalone Readiness

We are leading business-side transformation as a specialty insurer establishes independent operations after a carve-out. Our scope connects Finance, HR, Operations, ERP / HCM strategy, implementation-partner governance, and transition readiness.

Selected Insights

Perspectives For The Work Ahead.

Give Every Transition Service An Exit Plan.

Transition services buy time, but independence needs a deliberate plan. We connect service commitments to the capabilities, resources, and evidence needed to end them.

  1. Map the service. Identify what the seller provides, the dependent business processes, and the accountable owner.
  2. Build the replacement. Sequence people, contracts, technology, data, and controls against the exit date.
  3. Prove readiness. Agree acceptance criteria, contingency options, and the authority to approve the transition.

An exit plan makes the cost, dependency, and business consequence of each transition service visible before the deadline becomes urgent.

Define The Standalone Organization Before The Cutover.

A carve-out separates more than applications. We help the new organization define how it will operate across functions and which capabilities must exist when shared support ends.

  1. Set the operating boundaries. Clarify which processes, assets, data, and responsibilities move with the organization.
  2. Connect functional plans. Align Finance, HR, Operations, and technology around the same dependencies and milestones.
  3. Choose the next operating model. Make explicit decisions about shared services, specialist partners, and internal ownership.

A shared view of the standalone organization gives separation teams a practical target for both transition and stabilization.

Prove Standalone Readiness Before Transition.

A scheduled go-live is a planning assumption. Readiness is an executive decision. On a complex cutover, we want that decision to be grounded in the evidence needed to protect operations.

Five Areas To Validate Before Transition

  1. Data: conversion results, reconciliation, exception ownership, and the timing of final loads.
  2. Integrations: critical operating flows, downstream dependencies, and recovery paths.
  3. People and processes: operating procedures, role access, training, and ownership.
  4. Cutover execution: sequenced activities, dependencies, accountable resources, and clear go/no-go checkpoints.
  5. Stabilization: support coverage, issue prioritization, communications, and operational handoff.

Programs at Disney and Bentley illustrate why orchestration matters: hundreds of systems and thousands of transition activities require shared visibility and explicit decisions. A green status label is useful only when the underlying evidence supports it.

What Needs To Change And By When?

Tell us the outcome, the timing, and where delivery needs leadership.

Send An Inquiry ↗