Carve-Out Advisory

Carve-out execution for corporate parents selling a business unit and for private equity buyers acquiring one: perimeter, carve-out financial statements, standalone cost, IT separation, contracts, people, TSAs, and Day One.
Contact us
Definition

What is a carve-out in M&A?

A carve-out is the sale of a business unit that has never operated as a standalone company. The buyer takes on a P&L that ran on the parent's ERP, the parent's payroll, the parent's contracts, and the parent's overhead. Carve-outs fail on the things nobody scoped. A shared ERP instance has no clean data partition. An enterprise license does not permit assignment. A customer contract carries a change-of-control clause. The standalone cost base runs 15 to 30 percent above the allocated cost in the seller's model. BD Emerson works both sides: sell-side preparation for corporate parents, and buy-side readiness for private equity buyers taking on a business that has never run alone.

  • Perimeter first: The entities, contracts, employees, systems, and facilities that transfer define every other workstream. Ambiguity here shows up later as a TSA nobody budgeted.
  • Carve-out financial statements: Statements for the carved-out business with allocation bases documented. Lenders underwrite against them and buyers price against them.
  • Standalone cost and dis-synergies: A bottom-up cost build for the business on its own, driven by lost purchasing scale, software repriced at list, standalone insurance and audit fees, and back-office roles the parent used to cover.
  • Day One and the TSA: What the business must run itself on Day One, and what the parent keeps running under a transition services agreement with a price and an exit date.
Services

What does carve-out advisory cover?

Nine workstreams that carry a corporate carve-out from perimeter definition through Day One, then close out the parent's stranded cost. Senior practitioners run each one, and the findings land in a single model rather than in four vendors' separate reports.

Perimeter definition
Carve-out financial statements
Standalone cost model
IT and application separation
Contract and vendor assignment
People and org design
Transition services agreement scoping
Day One readiness and cutover
Stranded cost elimination

Perimeter definition

We define exactly what transfers: legal entities, revenue streams, customer contracts, employees, systems, IP, and facilities. The perimeter document becomes the reference every other workstream reads from. Questions left open here reappear in the purchase agreement schedules and in TSA requests nobody priced.

More

Carve-out financial statements

Standalone or combined statements for the business being sold, covering three years plus a stub period where the transaction requires it. Direct revenue and cost are separated from allocated corporate cost, and every allocation basis is documented so auditors and lenders can test it.

More

Standalone cost model

A bottom-up build of what the business costs to run alone, compared line by line against the allocated cost in the seller's model. Standalone cost typically lands 15 to 30 percent higher, driven by lost purchasing scale, per-seat software repriced at list, standalone insurance and audit and tax fees, and back-office roles the parent used to cover.

More

IT and application separation

Application inventory, data partitioning, and the cutover plan. The hard cases are a shared ERP instance with no clean partition between the two businesses, a single Active Directory tenant covering both populations, and enterprise licenses that do not permit assignment to a new entity. We size the clone, the rebuild, and the TSA window for each system.

More

Contract and vendor assignment

We read the contracts that matter: customer agreements with change-of-control clauses, supplier agreements priced on parent volume, software licenses that prohibit assignment, and shared facilities sitting on a single lease. Each one gets a route, assignment, novation, consent, or replacement, with an owner and a date.

More

People and org design

Who transfers, who stays, and who currently sits in two org charts. We build the standalone org, find the roles the parent absorbed invisibly, and plan the employment transfer, benefits, and payroll cutover. One payroll system covering both populations is a Day One problem that needs a decision months earlier.

More

Transition services agreement scoping

The TSA covers what the business cannot run itself on Day One. We scope each service, price it, set a duration, and write the exit criteria, so the schedule shortens instead of rolling over.

  • Service catalog by function, system, and volume
  • Cost basis and markup for each service
  • Duration, extension terms, and exit criteria
  • Reverse services where the parent needs the unit
  • Service levels and escalation paths
  • Migration milestones that retire each service
More

Day One readiness and cutover

A dated checklist of everything that has to work the morning after close: invoicing customers, paying suppliers, paying employees, closing the books, and answering the phone. We run the readiness reviews, the cutover weekend, and the first financial close.

  • Legal entity, banking, and treasury setup
  • Order to cash and procure to pay in the new environment
  • Payroll, benefits, and time systems live
  • Customer and supplier communications sequenced
  • Financial close calendar and reporting pack
  • Command center, issue triage, and rollback plans
More

Stranded cost elimination

The parent keeps the overhead the divested unit used to absorb. We quantify stranded cost before signing and build the removal plan against the TSA exit dates, so the cost comes out as the revenue leaves.

  • Overhead absorbed by the unit, quantified by function
  • Headcount and span of control reset
  • Facilities, leases, and sublease options
  • Software licenses and seat counts to reduce
  • Vendor contracts to renegotiate at lower volume
  • Removal schedule tied to TSA exit dates
More
Our approach

Our approach

A carve-out runs on a critical path. Perimeter first, then the carve-out financials and the standalone cost model, then IT separation, contracts, and people, with the transition services agreement scoped from whatever will not be ready.

Seven steps, run in this order. Most mid-market carve-outs take six to twelve months from perimeter definition to Day One, and system separation is usually the item that sets the date.
01

Define the perimeter

We write down what transfers and what stays: entities, customers, contracts, people, systems, IP, and sites. Every later workstream reads from this document, and changes to it get tracked as changes.

02

Build the carve-out financials

Standalone or combined statements for the business, with every allocation basis documented. This is what the lender underwrites and what the buyer's quality of earnings work starts from.

03

Model standalone cost

A bottom-up cost build, function by function, set against the allocated cost in the seller's model. We name the drivers of the gap rather than applying a percentage to the whole.

04

Separate the systems

Application inventory, data partition plan, license review, and a cutover sequence. A shared ERP instance, one Active Directory tenant, and non-assignable licenses set the timeline, so this work starts early.

05

Move the contracts and the people

Each contract gets a route and an owner: assignment, novation, consent, or replacement. The org design, employment transfers, and payroll cutover run on the same calendar.

06

Scope the TSA to the gaps

Whatever is not ready on Day One goes into the transition services agreement, priced, dated, and written with exit criteria. A TSA without exit criteria becomes a permanent service.

07

Run Day One, then strip the stranded cost

We run the cutover and the first financial close. On the parent side, the stranded cost removal plan executes against the TSA exit dates so overhead leaves as the services end.

contact us

Carving out a business unit?

Speak with BD Emerson about the perimeter, the carve-out financials, and what this business actually costs to run on its own.

Our Advantage

Why BD Emerson for carve-outs

Carve-outs are won on execution detail. We put senior practitioners on the file, keep the same team from perimeter definition through Day One, and hand over a separation plan the operating team can run.

Both sides of the table

Sell-side preparation for corporate parents, and buy-side readiness for private equity acquirers taking on a business that has never run alone. The same team has seen where each side's assumptions break.

Findings reconcile to one model

Financial, tax, technology, and cyber work run under one firm. The carve-out financials, the standalone cost build, and the IT separation estimate tie to each other instead of arriving as four vendors' separate reports.

The work does not stop at the report

Senior practitioners stay from perimeter definition through Day One and the TSA exits. Separation findings become the workplan the operating team runs, with named owners and dates.

Sector experience where it counts

Practitioners across software and technology, healthcare, financial services, professional services, and manufacturing, so the standalone cost build reflects how each sector actually staffs, buys, and licenses.

Reviews

What our customers say

Great consulting firms for scaling security, compliance, and appsec.

Outstanding partner in Technical and Cyber Due Diligence

Appsec maturity and application hardening.

BD Emerson helped us simplfiy our compliance management.

BD Emerson did such a phenomenal job. What started as privacy support quickly became a full partnership across compliance, engineering, and even business operations. They’re embedded with our team. They understand our product. They move fast. They’re simply invaluable.

Adam Ben Jacobs

CTO @ OneStep GPS

Great consulting firms for scaling security, compliance, and appsec.

Outstanding partner in Technical and Cyber Due Diligence

Appsec maturity and application hardening.

BD Emerson helped us simplfiy our compliance management.

BD Emerson did such a phenomenal job. What started as privacy support quickly became a full partnership across compliance, engineering, and even business operations. They’re embedded with our team. They understand our product. They move fast. They’re simply invaluable.

Adam Ben Jacobs

CTO @ OneStep GPS

We had a hard time finding the right company to partner with in support of our compliance journey. Some vendors sell the idea that they do the work, but then you end up doing everything. The ambiguity is what killed our last project. BD Emerson’s team has such great technical knowledge and understands the standard so well that they made us comfortable with moving fast. This has led to us closing major enterprise customers that were previously out of reach because of security and compliance.

Tom Watkins

CEO @ AMI AssetTrack

Lead an enterprise initiative to overhaul the organization's technology stack from ecommerce, corporate tech, and corporate security.

Supported ISO 42001 exercise and served as internal auditor.

Rubrik's privacy and compliance team began with the backbone of BD Emerson. BD Emerson supported building out the privacy program, GRC (ISO 27001, SOC 2, CMMC, FedRAMP), and the appsec function.

We needed a partner who could move quickly, without sacrificing precision. BD Emerson brought the expertise, structure, and speed we were looking for. Their team became an extension of ours, embedding themselves across the organization, guiding us step by step, and giving us confidence in areas we hadn’t tackled before. The internal audit they conducted was so detailed that even the external auditors called it out. Achieving ISO 27001 with zero nonconformities says everything you need to know about the quality of the partnership.

Walid Souilem

CTO @ FGI Worldwide

We had a hard time finding the right company to partner with in support of our compliance journey. Some vendors sell the idea that they do the work, but then you end up doing everything. The ambiguity is what killed our last project. BD Emerson’s team has such great technical knowledge and understands the standard so well that they made us comfortable with moving fast. This has led to us closing major enterprise customers that were previously out of reach because of security and compliance.

Tom Watkins

CEO @ AMI AssetTrack

Lead an enterprise initiative to overhaul the organization's technology stack from ecommerce, corporate tech, and corporate security.

Supported ISO 42001 exercise and served as internal auditor.

Rubrik's privacy and compliance team began with the backbone of BD Emerson. BD Emerson supported building out the privacy program, GRC (ISO 27001, SOC 2, CMMC, FedRAMP), and the appsec function.

We needed a partner who could move quickly, without sacrificing precision. BD Emerson brought the expertise, structure, and speed we were looking for. Their team became an extension of ours, embedding themselves across the organization, guiding us step by step, and giving us confidence in areas we hadn’t tackled before. The internal audit they conducted was so detailed that even the external auditors called it out. Achieving ISO 27001 with zero nonconformities says everything you need to know about the quality of the partnership.

Walid Souilem

CTO @ FGI Worldwide

BD Emerson didn’t just help us meet our compliance goals; they integrated security and privacy into the core of our operations. I highly recommend BD Emerson to anyone seeking SOC 2 or GDPR compliance, or simply looking to enhance their security team and boost customer trust in their product and services. Their dedication and expertise have been invaluable to our success.

Padraig Reilly

CEO, Boxcore

BD Emerson understood our business requirements and worked side-by-side with us. The policies and controls we developed together not only meet compliance standards but improve how we operate day to day.

Matt Meierdierks

IT Manager, Lincoln Industries

From day one, BD Emerson brought urgency, clarity, and a sharp understanding of what truly matters to our business — earning and keeping customer trust. They went beyond helping us meet compliance requirements; they helped build a foundation for secure, scalable growth. That kind of partnership is rare.

Jason Marker

CEO @ LifeLenz

BD Emerson didn’t just help us pass an audit—they helped us build a sustainable culture of security.

Alexey Indeev

CTO Spare

BD Emerson was essential in helping our company navigate the daunting process of leveling up our security infrastructure. BD Emerson’s impressive expertise and confidence throughout the process helped our team exceed HIPAA and SOC 2 Type 1 standards quickly, distilling what can be an overwhelming process into a streamlined, organized effort. From day one they began adding value and getting us on course. With their help we delivered on a massive security overhaul with both extreme efficiency and thorough attention to details. Because of BD Emerson’s support, we’ve increased our clients’ trust in Titan Intake and the life-changing work it accomplishes for those seeking specialist referrals.

Patrick Bruce

CEO, Titan Intake

BD Emerson didn’t just help us meet our compliance goals; they integrated security and privacy into the core of our operations. I highly recommend BD Emerson to anyone seeking SOC 2 or GDPR compliance, or simply looking to enhance their security team and boost customer trust in their product and services. Their dedication and expertise have been invaluable to our success.

Padraig Reilly

CEO, Boxcore

BD Emerson understood our business requirements and worked side-by-side with us. The policies and controls we developed together not only meet compliance standards but improve how we operate day to day.

Matt Meierdierks

IT Manager, Lincoln Industries

From day one, BD Emerson brought urgency, clarity, and a sharp understanding of what truly matters to our business — earning and keeping customer trust. They went beyond helping us meet compliance requirements; they helped build a foundation for secure, scalable growth. That kind of partnership is rare.

Jason Marker

CEO @ LifeLenz

BD Emerson didn’t just help us pass an audit—they helped us build a sustainable culture of security.

Alexey Indeev

CTO Spare

BD Emerson was essential in helping our company navigate the daunting process of leveling up our security infrastructure. BD Emerson’s impressive expertise and confidence throughout the process helped our team exceed HIPAA and SOC 2 Type 1 standards quickly, distilling what can be an overwhelming process into a streamlined, organized effort. From day one they began adding value and getting us on course. With their help we delivered on a massive security overhaul with both extreme efficiency and thorough attention to details. Because of BD Emerson’s support, we’ve increased our clients’ trust in Titan Intake and the life-changing work it accomplishes for those seeking specialist referrals.

Patrick Bruce

CEO, Titan Intake

Certificates

Our accreditations

At BD Emerson, we believe that our team's extensive certifications not only set us apart but also ensure that we provide the highest level of service to our clients.
FAQ

Frequently asked questions

What is a carve-out in M&A?

How is a carve-out different from a divestiture or a spin-off?

What are carve-out financial statements and when are they required?

How long does a carve-out take?

What do standalone costs really run?

How does a TSA fit into a carve-out?

What does Day One readiness mean?

Who owns stranded costs?

What happens to contracts that will not assign?

What does IT separation involve?

When should carve-out work start?

Blog

Related Articles

Insights on strategy, transactions, technology, security, and compliance from BD Emerson's practitioners