Tenavra turns complex transactions into lasting value – helping businesses succeed through diligence, execution, and transformation.

At Tenavra, we help businesses unlock the full potential of their transactions – before, during, and after the deal.
We bring deep expertise in M&A diligence, transaction execution, and business transformation to ensure our clients achieve lasting value. From identifying true standalone costs and validating synergies, to orchestrating seamless Day 1 readiness and long-term operating model design, we provide the clarity, structure, and execution discipline needed to de-risk complex transitions. Our professionals have proven experience across industries and global markets serving as trusted advisors to executives and investors, aligning strategy with results and turning ambitious investment theses into measurable outcomes.

Our Services

Diligence

Our diligence services give you a clear, fact‑based view of the business you’re buying or selling—so you can make confident, well‑informed decisions. We uncover the true economics of the deal, validate synergy potential, assess operational readiness, and identify hidden risks before they become costly surprises. By combining financial rigor with operational insight, we ensure that your valuation, negotiations, and post‑close plans rest on a solid foundation for lasting success.

  • Performing a Standalone Cost Assessment during the diligence phase of an M&A deal is critical when the transaction involves a carve-out, divestiture, or spin-off-i.e., when the target business is currently integrated within a larger parent organization. It answers que the question: "What does would this business cost if run as an independent company?"

    How we can help:

    We help you understand the true cost of standing up an independent business. By identifying stranded costs, modeling the new operating footprint, and highlighting one-time transition expenses, we ensure you have a clear view of the economics. This allows you to negotiate confidently and avoid surprises post-close.

    Focus areas:

    Stranded costs: Expenses that remain with the seller after the divestiture (e.g., shared services, infrastructure).

    Incremental costs: New costs the standalone entity must incur to replace those previously provided by the parent (e.g., HR, IT, legal, finance).

    One-time transition costs: Costs to stand up systems, people, and infrastructure to operate independently.

    Why it matters:

    1. Enables a True Economic Picture of the Target

    • GAAP financials don't reflect the costs needed for the business to function as a standalone.

    • A standalone cost assessment helps determine the adjusted EBITDA, ensuring valuation models reflect real future costs.

    2. Supports Accurate Valuation and Pricing

    • Overlooking these costs can result in overpaying-or passing on a good deal for the wrong reasons.

    • Provides defensible adjustments to the operating model that investment committees and credit partners require.

    3. Guides Transitional Services Agreements (TSAs)

    • Defines which services the seller must continue to provide post-close and for how long.

    • Informs TSA scope, pricing, and exit timing, minimizing operational disruption.

    4. De-risks the Transition

    • Knowing which functions need to be stood up (e.g., finance systems, payroll, compliance) allows for earlier planning.

    • Helps the buyer estimate transition budgets, headcount needs, and execution timeline.

    5. Influences Synergy and Value Creation Planning

    • Ensures that synergy estimates are not overstated by failing to account for replacement costs or execution complexity.

    • Provides a foundation for post-close planning.

  • In Synergy Assessment we of identify, quantify, and validate potential value that can be realized by combining two businesses. This bridges the gap between high-level deal rationale and operational reality.

    How we can help:

    We translate high-level synergy assumptions into realistic, actionable plans. Our team validates cost and revenue opportunities while highlighting timing and execution risks. You gain a clear, defensible synergy case that supports valuation and post-close delivery.

    Focus areas:

    Cost synergies (e.g., SG&A reduction, procurement scale, facility consolidation)

    Revenue synergies (e.g., cross-selling, channel expansion, geographic growth)

    Timing, complexity, and risk evaluation

    Why it matters:

    1. Substantiates the Investment Thesis

    • Many deals are justified by expected synergies-yet these are often vague or inflated.

    • A detailed synergy assessment translates general expectations into tangible, function-by-function estimates tied to business drivers.

    2. Informs Valuation and Purchase Price

    • A clear view of synergy value - net of execution costs and risks - helps determine how much value the buyer can actually extract.

    • Lenders, boards, and investment committees often require this rigor to support the bid price.

    3. Supports Integration Planning

    • Identifying where and how synergies will be captured shapes the structure and priorities of the post-close integration effort

    • Provides early visibility into headcount changes, system integration, or supply chain consolidation needs.

    4. Highlights Execution Risk

    • Not all synergies are created equal. Some require culture alignment, regulatory approval, or IT overhauls.

    • We help assess feasibility, interdependencies, timing, and risk level so you avoid surprises post-close.

    5. Improves Stakeholder Alignment

    • Having a well-reasoned synergy case creates alignment between sponsors, executives, and functional leads.

    • It sets expectations on where the value will come from, who owns it, and when it will be delivered.

  • An Integration or Separation Readiness Assessment evaluates how prepared the target and/or acquiring organization is to execute the operational aspects of a merger, acquisition, or carve-out. It answers the question: "What would it take to execute this deal smoothly?"

    How we can help:

    We assess how prepared your organization – or your target – is to execute integration or separation. By surfacing entanglements, execution gaps, and Day 1 risks, we help you address issues before they become problems. This ensures a smooth transition when the deal closes.

    Focus areas:

    • Organizational and functional entanglements

    • System and data dependencies

    • Leadership and team capacity

    • Risks to Day 1 continuity

    • Critical gaps in planning, ownership, or infrastructure

    Why it matters:

    1. Surfaces Operational Risk Early

    • M&A deals often fail not because of poor strategy-but because of poor execution readiness.

    • This assessment reveals hidden risks like shared systems, unclear ownership, or missing capabilities that could delay or derail execution.

    2. Defines Critical Path to Day 1

    • Helps identify which functions (e.g., HR, IT, Finance) must be prioritized for Day 1 readiness.

    • Clarifies what must be in place on legal close to keep the business running without disruption.

    3. Enables Fast-Track Issue Resolution

    • By identifying readiness gaps early, deal teams have time to develop mitigation plans before close.

    • Prevents last-minute surprises and reduces the cost and chaos of reactive problem-solving.

    4. Informs TSA and Integration Planning

    • Identifies which services or systems need to be transitioned vs. maintained through a TSA.

    • Shapes Day 1 playbooks and functional workplans for integration/separation.

    5. Improves Buyer Confidence and Execution Clarity

    • Investors and executives gain confidence that the transaction is executable - not just on paper, but in real life.

    • Ensures everyone is aligned on what success looks like in the first 30, 60, 90 days.

  • In Operational Due Diligence we perform an in-depth evaluation of a company's day-to-day business functions, systems, people, and infrastructure. It helps the buyer understand how the business actually runs-and how well it will perform post-transaction.

    How we can help:

    We go beyond the numbers to evaluate how the business truly operates. From processes and systems to scalability and risks, we uncover what’s working, what’s not, and where value can be created. This gives you a clear operational lens to support smarter investment decisions.

    Focus areas:

    Unlike financial due diligence, which focuses on historical performance, ODD assesses:

    • Process efficiency and scalability

    • Operating model maturity

    • IT systems, supply chains, and internal controls

    • Risks, bottlenecks, and hidden liabilities

    • Capabilities required for future growth or integration

    Why it matters:

    1. Reveals Value Drivers and Risk Factors

    • ODD uncovers strengths, weaknesses, and operational realities not visible in the P&L.

    • Identifies latent risks such as outdated systems, dependency on key individuals, or weak compliance that could impact post-close performance.

    2. Enables Smarter Valuation Adjustments

    • A business with strong, scalable operations is often worth more than one held together by manual workarounds.

    • ODD findings inform valuation, working capital adjustments, and capex expectations, making the financial model more accurate.

    3. Supports Integration and Investment Planning

    • Understanding how processes, teams, and systems work pre-deal helps buyers plan for integration, capability upgrades, and future-state operating models.

    • Helps avoid rework and surprises after close.

    4. Validates Management Narrative

    • Compares the seller's operating story with observed performance.

    • Builds trust-or raises red flags - regarding execution ability, scalability, and leadership readiness.

    5. Guides 100-Day and Value Creation Planning

    • ODD informs early post-close initiatives like cost takeout, operational redesign, or digitization.

    • It identifies where value can be unlocked quickly - and where caution is needed.

  • Transitional Services Agreements (TSAs) are temporary service arrangements in which the seller agrees to continue providing critical services (e.g. IT, HR, payroll, finance) to the buyer after closing, while the buyer builds or transitions those capabilities. This analysis is essential in carve-outs, divestitures, and other transactions involving shared infrastructure or centralized functions.

    How we can help:

    We identify, cost, and design Transitional Services Agreements so the business runs smoothly after close. Our team ensures the right services are covered, fairly priced, and governed effectively. With our support, you minimize disruption and manage TSA exits with confidence.

    Focus areas:

    • Cataloging the services required post-close

    • Estimating the costs, duration, and service levels

    • Defining how the TSA will be governed, tracked, and exited

    Why it matters:

    1. Ensures Business Continuity Post-Close

    • Many business functions are not immediately transferable or replicable by Day 1.

    • Without proper TSAs, the buyer risks disruption to critical operations, including payroll, accounting, IT access, or customer service.

    2. Informs Day 1 Planning and Operating Model Design

    • Identifying TSA needs early helps determine what must be ready by Day 1 and what can be deferred.

    • TSAs often bridge execution gaps, giving the buyer breathing room to build future-state capabilities.

    3. Reduces Financial and Operational Surprise

    • Poorly scoped or mispriced TSAs can result in unexpected costs, disputes, or prolonged dependencies.

    • A proper TSA costing exercise ensures the buyer understands the true financial impact of transition services and negotiates fair pricing.

    4. Supports Deal Structuring and Negotiation

    • Early TSA clarity helps legal and deal teams structure agreements that reflect operational realities.

    • It also gives buyers negotiating leverage and ensures sellers are contractually accountable for critical services.

    5. Enables Governance and Exit Planning

    • TSAs are meant to be temporary-but without strong governance, they can drag on and delay integration or independence.

    • A TSA governance model defines ownership, service tracking, escalation protocols, and exit criteria - avoiding "TSA sprawl."

Transaction Execution

We ensure that your deal moves seamlessly from strategy to reality. Our transaction execution services cover every step from Day 1 planning to long‑term integration, giving you the structure and control needed to protect value and minimize disruption. We design operating models, orchestrate cutover activities, manage complex integrations and separations, and provide the governance that keeps milestones on track. With our disciplined execution, you can be confident that your deal will deliver on its promise.

  • Day 1 Operating Model Design defines how the combined or separated business will function operationally on the first day after legal close.

    How we can help:

    We design Day 1 models that ensure the business can operate seamlessly from legal close. By aligning teams, processes, and systems, we create a structured bridge from the old organization to the new. This gives you clarity and control on Day 1. It answers the question: "Can the business operate on Day 1 without disruption?"

    Focus areas:

    • Organizational structure and interim roles

    • Decision rights and reporting lines

    • Critical processes and business functions (e.g., Finance, HR, IT, Supply Chain)

    • Systems access and data continuity

    • Customer and employee-facing processes

    Why it matters:

    1. Enables Operational Continuity

    • Legal ownership may change overnight-but the lights still need to stay on.

    • A clear Day 1 model ensures teams know who does what, where, and with what tools the moment the deal closes.

    2. Avoids Chaos and Brand Risk

    • Without a defined operating model, businesses risk payroll errors, missed shipments, lost customers, or employee confusion.

    • A well-designed Day 1 model protects revenue, reputation, and morale.

    3. Bridges Interim and Future-State Models

    • The Day 1 model acts as a temporary but structured bridge between the old and new operating environments.

    • It gives teams time to build scalable, long-term TOMs while ensuring near-term stability.

    4. Accelerates Integration or Separation Readiness

    • A defined model allows for faster cutover planning, clearer workstream alignment, and better use of TSAs where needed.

    • It sets up functional leads with clear roles and accountabilities from Day 1.

    5. Builds Stakeholder Confidence

    • Leadership, investors, and employees are reassured when there's a clear plan in place.

    • It signals execution discipline and de-risks one of the most critical phases of the deal.

  • Day 1 Planning & Execution ensures that all the operational, legal, and communication activities required at the moment of deal close are prepared, coordinated, and executed without disruption. It is the execution phase that translates the Day 1 operating model into real-world action.

    How we can help:

    We orchestrate the activities required for a successful Day 1. From cutover planning to readiness checks and command center management, we handle the details so you don’t miss a beat. With us, your first day under new ownership sets the right tone for success.

    Focus areas:

    • Detailed cutover planning (timelines, systems, roles)

    • Cross-functional readiness tracking

    • Legal, regulatory, and compliance actions

    • Internal and external communications

    • Command center operations and escalation protocols

    Why it matters:

    1. Ensures the Business Operates Smoothly on Close

    • Even the best-designed operating models fail if not properly activated.

    • Day 1 execution ensures customers, employees, suppliers, and systems transition without delay or confusion.

    2. Reduces Risk of Service or Revenue Disruption

    • A missed TSA activation, payroll error, or misrouted invoice can create serious financial or reputational risk.

    • Planning for every critical function ensures no gaps in service continuity.

    3. Orchestrates Cross-Functional Coordination

    • Day 1 involves legal, finance, IT, HR, communications, and more.

    • Structured planning aligns all workstreams on cutover activities, sequencing, and interdependencies.

    4. Drives Accountability and Readiness

    • Through playbooks, rehearsals, and checklists, teams are clear on who is responsible for what.

    • Readiness reviews ensure that issues are addressed before they become problems.

    5. Signals Control to Stakeholders

    • Investors, boards, employees, and customers all look to Day 1 as a signal of deal success.

    • A well-orchestrated execution builds credibility and momentum for the integration or separation journey ahead.

  • The Integration Management Office (IMO) or Separation Management Office (SMO) is the central governance structure that oversees, coordinates, and drives the execution of an M&A integration or separation. The IMO/SMO provides the discipline needed to deliver the deal's strategic and financial objectives on time and on budget.

    How we can help:

    We establish and run the program office that drives your deal’s execution. Our team manages governance, aligns workstreams, and keeps milestones on track. You stay focused on strategic decisions while we ensure disciplined, transparent delivery.

    Focus areas:

    The IMO/SMO serves as the hub for:

    • Program governance and decision-making

    • Cross-functional workstream alignment

    • Milestone planning and tracking

    • Risk and issue management

    • Executive reporting and stakeholder engagement

    Why it matters:

    1. Brings Structure to Complexity

    • M&A transactions involve dozens of moving parts-across systems, teams, geographies, and timelines.

    • The IMO/SMO creates order, cadence, and visibility across this complexity.

    2. Keeps the Deal Aligned to Value

    • Without centralized coordination, workstreams may drift, duplicate efforts, or miss critical dependencies.

    • The IMO/SMO ensures all activity stays tied to value drivers, synergy targets, and strategic priorities.

    3. Accelerates Decision-Making

    • With clear escalation paths and centralized governance, decisions don't get bogged down.

    • Leaders receive timely information to act with confidence and accountability.

    4. De-risks Execution

    • A disciplined IMO/SMO identifies risks early, tracks issues, and ensures proper mitigation plans are in place.

    • It acts as the single source of truth for integration or separation progress.

    5. Frees Up Business Leaders to Focus on Operations

    • Business and functional leaders stay focused on running their day jobs.

    • The IMO/SMO handles program orchestration, so execution does not derail operations.

  • Carve-out / Standalone Enablement involves preparing a business unit-previously integrated within a larger corporate structure - to operate as an independent company or under new ownership. This work ensures the carved-out entity is operationally ready, compliant, and stable on Day 1 - and positioned to scale thereafter.

    How we can help:

    We prepare carved-out businesses to thrive independently. Our team helps build the necessary capabilities, systems, and governance structures to ensure smooth separation. You gain operational independence quickly and with reduced risk.

    Focus areas:

    • Identifying and replicating shared services (e.g., IT, HR, Finance, Legal)

    • Designing a standalone org structure, processes, and systems

    • Building infrastructure and governance for Day 1 and beyond

    • Establishing interim capabilities via TSAs or outsourced providers

    • Planning for autonomy in compliance, branding, and commercial functions

    Why it matters:

    1. Ensures Operational Continuity Post-Close

    • Most carve-outs rely heavily on the parent for systems, processes, and leadership.

    • Enablement efforts ensure the new business can continue operating seamlessly on its own from Day 1.

    2. Reduces Risk of Delays and Value Erosion

    • Standalone readiness gaps can cause transition delays, TSA extensions, and cost overruns.

    • A structured enablement approach identifies and addresses these gaps early, avoiding post-close fire drills.

    3. Accelerates Standalone Maturity and Scalability

    • We help clients build future-state capabilities that are fit-for-purpose, efficient, and scalable-not just lifted from the parent organization.

    • This sets the stage for growth and margin expansion post-close.

    4. Supports Clean Financial and Legal Separation

    • Ensures the standalone entity is set up with clean books, compliant legal entities, and aligned governance, reducing regulatory and audit risk.

    5. Builds a Culture of Ownership and Agility

    • A properly enabled carve-out fosters an independent leadership mindset, clearer accountability, and a stronger operating rhythm.

    • It provides the cultural and structural foundation to evolve from a corporate subsidiary into a high-performing standalone business.

  • Change Management & Communications is the deliberate planning and execution of strategies to support people through the uncertainty, disruption, and transformation that accompany a merger, acquisition, or divestiture. This work ensures that employees understand what's changing, why it matters, and how they fit into the future.

    How we can help:

    We help your people understand, embrace, and deliver on change. From communication strategies to cultural integration, we make sure employees know the “why” and “how” of the deal. This drives alignment, trust, and adoption across the organization.

    Focus areas:

    • Stakeholder identification and segmentation

    • Change impact assessments

    • Messaging and communications strategy

    • Leader alignment and cascade planning

    • Employee engagement, training, and feedback loops

    • Culture alignment and integration support

    Why it matters:

    1. Reduces Resistance and Confusion

    • M&A introduces uncertainty, which can lead to fear, disengagement, or active resistance.

    • Effective change management provides clarity, consistency, and support to help people move through the transition productively.

    2. Accelerates Adoption of New Structures and Ways of Working

    • Strategy and operating models don't deliver results unless people embrace and execute them.

    • Change management ensures employees are ready, willing, and able to adopt new roles, tools, and behaviors.

    3. Builds Trust and Retains Talent

    • Transparent, timely communication reduces rumor-driven anxiety and builds credibility.

    • Well-managed messaging from leaders increases employee trust and motivation, which helps retain critical talent during transitions.

    4. Aligns Culture and Values Post-Transaction

    • Especially in mergers, cultural misalignment can become a silent deal killer.

    • Structured culture integration work helps define shared values, behaviors, and expectations-driving unity and purpose.

    5. Supports Business Continuity and Customer Experience

    • Employees who are informed and supported are more focused, engaged, and responsive.

    • This directly impacts operational performance and customer service during a period of change.

  • Post-Merger Performance Tracking is the structured monitoring of operational, financial, and strategic performance following the close of an M&A transaction. This function helps organizations answer: "Are we actually capturing the value we expected from the deal?"

    How we can help:

    We help you measure whether your deal is delivering on its promise. Through synergy dashboards, KPI tracking, and PMO support, we provide visibility and accountability for post-close performance. This keeps your integration on track and value creation in focus.

    Focus areas:

    • Synergy realization tracking (cost and revenue)

    • Milestone and workstream progress monitoring

    • KPI dashboards for integration goals

    • Variance analysis and corrective actions

    • Executive and stakeholder reporting

    Why it matters:

    1. Validates the Investment Thesis

    • Deal success hinges on achieving modeled synergies and growth targets.

    • Performance tracking holds the team accountable to those assumptions-and surfaces gaps early.

    2. Drives Transparency and Accountability

    • With real-time dashboards and status updates, executives and sponsors gain a clear view of where the integration stands.

    • Helps leaders identify stalled initiatives and assign ownership to get things back on track.

    3. Enables Data-Driven Decision-Making

    • Tracking KPIs and milestones allows integration teams to pivot based on real results, not assumptions.

    • Supports agile execution and timely course corrections.

    4. Informs Stakeholders and Builds Confidence

    • Regular reporting to boards, investors, and leadership builds trust in execution and deal value delivery.

    • Ensures all levels of the organization are aligned on progress and priorities.

    5. Extends Integration Discipline Post-Close

    • Many integrations lose momentum after the first 60-90 days.

    • Performance tracking provides a structured backbone for longer-term execution - ensuring the deal doesn't "drift" post-close.

  • Operating Model Design Beyond Day 1 focuses on defining the long-term Target Operating Model (TOM) for the business following the initial post-close stabilization. This work answers the strategic question: "How should the business run-not just today, but in a way that scales, creates value, and supports future growth?"

    How we can help:

    We design scalable Target Operating Models that align with your long-term strategy. From governance to functional processes, we create the blueprint for sustainable growth. This helps you move beyond Day 1 stability into lasting performance.

    Focus areas:

    • Organizational structure and governance

    • Functional roles, capabilities, and span of control

    • Process and technology architecture

    • Service delivery models (e.g., shared services, outsourcing)

    • Cross-functional interaction models

    Why it matters:

    1. Aligns Operations with Strategic Intent

    • M&A is often driven by a vision for growth, scale, or efficiency-but realizing that vision requires a new way of working.

    • Operating model design ensures the future organization is built to deliver on the deal's long-term objectives.

    2. Avoids Getting Stuck in Temporary Models

    • Day 1 solutions are by nature interim. Without deliberate redesign, organizations often stay in inefficient holding patterns.

    • This work allows companies to transition from temporary fixes to scalable, optimized structures.

    3. Identifies Structural Synergies and Transformation Opportunities

    • A forward-looking model highlights opportunities for centralization, automation, and performance improvement.

    • These unlock additional value beyond initial synergies.

    4. Provides a Blueprint for Functional and Digital Integration

    • A well-defined TOM guides decisions about system consolidation, process redesign, talent needs, and org development.

    • It accelerates functional execution and investment planning.

    5. Drives Long-Term Performance and Accountability

    • The TOM embeds performance metrics, governance frameworks, and accountability layers that ensure the business can operate with clarity, speed, and discipline post-integration.

  • Vendor Management & Contract Migration involves identifying, assessing, and transitioning third-party supplier agreements impacted by a transaction-particularly in carve-outs or separations. This effort ensures that the goods, services, and licenses the business relies on continue without disruption - under the right ownership and terms.

    How we can help:

    We ensure critical vendor services continue seamlessly through the transition. By mapping, renegotiating, and migrating contracts, we minimize operational risk and align vendors with your new structure. This keeps your business running without disruption.

    Focus areas:

    • Mapping critical vendor relationships and contract terms

    • Determining assignment, novation, or re-contracting requirements

    • Negotiating new contracts or service scopes

    • Ensuring service continuity through Day 1 and TSA periods

    • Aligning vendor responsibilities to the post-close operating model

    Why it matters:

    1. Prevents Operational Disruption

    • Vendor-provided systems (e.g., cloud platforms, IT infrastructure), facilities, or services are often mission-critical.

    • Unplanned loss of service access can shut down core operations or expose legal and compliance risks.

    2. Avoids Legal and Commercial Complications

    • Many contracts don't allow automatic transfer and may require consent, novation, or renegotiation.

    • Early analysis helps avoid contractual breaches, price escalations, or gaps in coverage.

    3. Supports TSA Structuring and Exit

    • Vendors often deliver services that continue under a TSA.

    • This work defines which services should stay under the seller, which migrate to the buyer, and what timelines, costs, and exit plans are required.

    4. Reduces Redundancy and Unlocks Savings

    • A transaction is a good opportunity to consolidate vendors, eliminate duplicates, and renegotiate pricing.

    • Aligning contracts to the new business footprint can improve efficiency and reduce spend.

    5. Enhances Visibility and Governance

    • Many organizations don't have a clean view of their vendor landscape.

    • The migration process creates a centralized inventory, governance model, and future-state sourcing strategy.

Transformation & Value Creation

At Tenavra, we help organizations turn transactions into platforms for sustainable growth. Our transformation and value creation services align leadership, define clear value plans, and drive large‑scale change programs that unlock measurable performance improvement. From interim leadership and 100‑day value creation planning to end‑to‑end transformation management, we bring the clarity, structure, and execution discipline needed to realize the full potential of your investment and build lasting competitive advantage.

  • Interim Leadership & Stakeholder Alignment is the practice of placing experienced leaders in key roles temporarily during an M&A transition and facilitating alignment across critical internal and external stakeholders. This support ensures leadership continuity and unified direction when the organization is most vulnerable.

    How we can help:

    We step in to cover critical leadership roles and bring stakeholders together when it matters most. Our interim leaders maintain momentum, while alignment workshops ensure clarity of roles and priorities. You get stability and focus during times of transition.

    Focus areas:

    • Interim placement of leaders for functions like IT, HR, Finance, or Integration

    • Role clarification and temporary org structures

    • Stakeholder mapping and alignment workshops

    • Communication planning across teams and leadership

    • Change readiness assessments

    Why it matters:

    1. Maintains Momentum During Transition

    • Leadership transitions often create execution gaps just when integration or separation demands clarity and pace.

    • Interim leaders step in immediately, ensuring decisions keep moving and teams stay engaged.

    2. Bridges Capability and Capacity Gaps

    • Many organizations don't have spare leadership bandwidth during a deal.

    • Interim leadership fills functional or program management gaps until permanent roles are filled or stabilized.

    3. Aligns Stakeholders Behind Deal Objectives

    • M&A often introduces confusion, competing priorities, and resistance.

    • Structured alignment efforts clarify ownership, expectations, and sequencing-ensuring everyone rows in the same direction.

    4. Reduces Risk of Disengagement and Turnover

    • Uncertainty can erode trust, performance, and retention - especially in middle management.

    • Transparent role definitions and early alignment conversations build trust and mitigate people risk.

    5. Supports Faster Decision-Making

    • With clear interim governance and empowered leadership in place, organizations can move decisively, not reactively, during transition periods.

  • Value Creation Planning (VCP) is the structured process of defining, prioritizing, and activating the initiatives that will drive measurable performance improvement post-deal. The goal is to move from "why we did the deal" to "how we will deliver the value."

    How we can help:

    We turn your investment thesis into an actionable 100-day plan. By prioritizing initiatives, defining ownership, and setting measurable outcomes, we ensure early traction on value capture. With our guidance, you move from intent to impact.

    Focus areas:

    • Translating the investment thesis into operational and financial targets

    • Identifying value drivers (e.g., revenue growth, margin expansion, working capital optimization)

    • Building a 100-day plan and detailed execution roadmap

    • Assigning owners, milestones, and KPIs

    • Establishing governance and tracking tools to monitor progress

    Why it matters:

    1. Bridges Strategy and Execution

    • Deals are made based on expected synergies or performance gains-but without a concrete plan, those expectations often go unmet.

    • VCP turns the deal rationale into a realistic, actionable set of initiatives aligned to value delivery.

    2. Prioritizes What Matters Most

    • In the post-close whirlwind, it is easy to get distracted by noise.

    • VCP helps teams focus on high-impact, high-urgency actions that drive early wins and build execution momentum.

    3. Aligns Leadership Around Shared Goals

    • A clear value plan ensures executives and functional leaders understand what success looks like, who is responsible, and how it will be measured.

    • Creates shared accountability from Day 1.

    4. Accelerates ROI and Mitigates Value Leakage

    • Early execution discipline helps close the gap between forecast and actual performance.

    • VCP identifies risks to value capture and defines mitigation strategies before issues derail progress.

    5. Supports Sponsor and Board Confidence

    • Investors want visibility into how value will be realized - not just modeled.

    • A well-defined VCP demonstrates execution readiness, operational discipline, and a path to results.

  • Business Transformation Program Management provides the governance, structure, and discipline needed to successfully deliver large-scale change initiatives such as reorganizations, business expansions, or operational transformations. This work ensures that transformational initiatives are executed with clarity, accountability, and a relentless focus on measurable outcomes.

    How we can help:

    We provide end-to-end program management for major transformation initiatives. From reorganizations to business expansions, we establish governance, align stakeholders, and drive disciplined execution. You get the structure and momentum needed to deliver lasting change.

    Focus areas:

    • Program governance design and execution

    • Transformation Management Office (TMO) setup and leadership

    • Integrated project planning and milestone tracking

    • Risk and issue management frameworks

    • Stakeholder alignment and communications

    • Performance dashboards and progress reporting

    Why it matters:

    1. Provides Structure to Complex Change

    • Large-scale transformations involve multiple functions, stakeholders, and interdependencies. A structured program office keeps everything aligned and on track.

    2. Accelerates Speed and Reduces Risk

    • Clear governance, planning, and risk management prevent delays, cost overruns, and execution breakdowns.

    3. Aligns Leadership and Stakeholders

    • Ensures that executives, functional leads, and teams share a common understanding of objectives, timelines, and success criteria.

    4. Delivers Transparency and Accountability

    • Performance dashboards and structured reporting give sponsors and boards the visibility they need to make informed decisions.

    5. Ensures Lasting Business Impact

    • By embedding execution discipline, transformations achieve not just implementation milestones but also sustainable business results.