This is the work of making a deal actually deliver. Integrating what you bought, or carving out what you sold, without breaking the business in the process. You bring someone in from signing onward, when the synergies on the model have to turn into real change on the ground.
When to hire an external consultant
The deal’s done and the synergies now have to be delivered, and your team still has a company to run.
You’re carving a business out on a TSA clock, and someone has to stand it up as independent before the time runs out.
You need someone who’s integrated or separated companies before, not a team improvising day one.
Typical activities
-
Building the integration or separation plan, from day one to the end state, workstream by workstream.
-
Tracking the synergies as real numbers, so the value in the model shows up in the P&L.
-
Running the operational cut-over: systems, people, processes, customers, without dropping service.
-
Managing the TSAs and the disentangling that carve-outs live or die on.
-
Keeping the two organisations, and the customers, steady while the change happens underneath them.
Our members specialised in this service come from MBB and commercial strategy firms, Big Four deals, and integration and operations roles inside acquisitive companies and PE portfolios. We look for people who’ve delivered PMIs and carve-outs to the end, and who know that the hard part starts the day after close.
“I like the pragmatic, fast and relatively cost effective way Sweav enables NewPort to get in flexible support on deals and value creation.”
“The Sweav member played a key role in the success of our exit. He quickly set up the dataroom, structured the financials clearly, and handled buyer questions with speed and precision. His proactive mindset and ability to seamlessly plug into our team made a real difference throughout the process.”
