Get the right person for Carve-Outs & Divestitures.

Essential Separation Experience

Successful divestitures demand leaders who have managed the physical separation of functional units from parent corporations. We screen candidates for their ability to build standalone operating models while maintaining business continuity during complex transitional service agreement windows. These professionals understand the intersection of operational needs and financial reporting pressures. A carve-out requires a focus on isolating data and migrating systems. The new entity must function independently from the moment of legal separation to avoid ongoing operational entanglement.

We avoid candidates who possess only theoretical knowledge. Our search focuses on those who have spent years in the trenches of corporate restructuring. These experts know the common pitfalls of legacy system entanglement and the specific metrics needed to measure successful separation. A leader who has already managed a divestiture understands the sensitive of this process. They know how to maintain momentum during the transition. Their experience ensures they avoid the mistakes common to those who lack practical exposure.

Core Operational Dependencies

The first phase of an engagement centers on stabilizing operations and mapping critical dependencies to prevent value leakage. Our placed leaders prioritize auditing existing transitional service agreements and identifying immediate financial reporting gaps. They assess how services provided by the parent company can be effectively replaced or migrated. Identifying these hidden risks prevents delays during the separation. The leader conducts an audit of every service provided to ensure that no critical business activity is overlooked during the transition.

Communication with internal teams remains an early priority for any successful divestiture project. Employees often fear for their job security or the future of the company during a split. Our leaders manage this uncertainty while documenting processes for the future. They create manuals for new IT systems and establish clear financial reporting protocols. They also set up new HR guidelines to ensure the standalone entity starts with a firm foundation. This focus on documentation leaves the organization prepared.

Standalone Business Functions

Creating a standalone entity requires a deep understanding of finance and human resources. Our candidates possess the skills to execute carved-out financials and design tax structures that support the new business. They manage the migration of essential data sets while ensuring the entity meets all compliance standards. A divestiture is not just an operational challenge. It is a legal one that requires constant interaction with authorities. Effective leaders know how to allocate resources to ensure that key activities remain funded.

IT infrastructure requires special attention during any major corporate divestiture. Carve-outs often involve disentangling IT environments where the new entity was previously using parent company infrastructure for years. Our candidates possess the expertise to build or migrate systems that allow the business to function on its own. They manage the technical risks of this process while keeping costs controlled. By reducing stranded costs, they ensure the new entity can thrive as a separate business unit without needing the parent.

Authority and Decision Rights

We define your search scope by the specific operational requirements of the transition. This ensures the leader possesses the authority needed to execute immediate changes. We clarify responsibilities around the isolation of legacy systems and the establishment of new regulatory protocols. We also manage the complexities of cross-functional workstreams. The authority granted to the interim professional must be commensurate with the risks they are managing. This clear definition of power ensures that the leader can act decisively.

A divestiture involves significant decision-making that can impact the business long-term profitability and compliance. We discuss these requirements with you in great detail before approaching any candidates. If you need someone to lead the IT infrastructure separation, we determine if they need the authority to select new software vendors. The arrangement is intended to be goal-oriented. The leader understands that their role is to get the business to a specific milestone like a successful TSA exit or governance.

Targeted Candidate Engagement

Our process identifies and engages passive specialists who are currently employed in high-level roles within global firms. We tap into deep networks of professionals who possess specialized knowledge in post-merger integration and corporate strategy. We prioritize these candidates because they offer practical expertise that is essential for a successful carve-out. Unlike generalists, these experts deal with the complexities of multi-national separations and intense corporate environments. We treat each assignment as a bespoke project to ensure the right fit.

Our executive search process supports rapid decision-making in time-sensitive scenarios. We present a shortlist of vetted candidates who have been interviewed against the specific constraints of your project. We facilitate the interview process to ensure it remains focused on the practical needs of the project. You ask specific questions about how they have handled crises in previous carve-outs. Ultimately, you make the final decision based on your own evaluation. We do not apply pressure to hire any candidate.

M&A, Integration & Strategy

• Interim Head of Corporate Development
• Interim M&A Director
• Post-Merger Integration Lead
• Carve-Out & Separation Lead
• TSA Manager
• Synergy / Value Capture Lead
• Operational Due Diligence Lead
• Exit Readiness Lead
• Interim Chief Strategy Officer
• Interim VP Corporate Development
• Corporate development consultant
• Interim Integration Director
• IMO Lead
• PMI consultant
• Interim Separation Director
• Divestiture lead
• TSA exit lead
• Interim Head of Strategy
• Fractional Chief Strategy Officer

Technology, Digital, Data & Security

• Interim CIO
• Fractional CIO
• Interim CTO
• Fractional CTO
• Interim CISO
• Fractional CISO
• Interim Chief Data Officer
• Interim Chief Digital Officer
• Interim Head of AI
• Interim VP Engineering
• Interim IT Director
• Interim IT Manager
• Interim Head of Infrastructure & Cloud
• Interim Enterprise Architect
• Interim Head of Data & Analytics
• Interim Chief Product Officer
• Interim IT executive
• IT strategy consultant
• Interim Head of Engineering
• Interim Head of Security
• Interim Head of Data
• Interim Data Director
• Fractional Chief AI Officer
• AI strategy lead
• Interim Director of AI
• AI transformation lead
• Interim Engineering Director
• Interim Head of IT
• IT Operations Manager
• Fractional Chief Data Officer
• Fractional Chief Digital Officer

Finance & Accounting

• Interim CFO
• Fractional CFO
• Interim VP Finance
• Interim Finance Director
• Interim Chief Accounting Officer
• Interim Controller
• Fractional Controller
• Interim Plant / Division Controller
• Interim Assistant Controller
• Interim Accounting Manager
• Interim VP of FP&A
• Fractional FP&A Lead
• Interim Treasurer
• Interim Head of Tax
• Interim Director of Internal Audit
• Interim SEC Reporting Director
• Interim Technical Accounting Lead
• SOX Program Lead
• Interim Head of Investor Relations
• Interim Credit & Collections Director
• Interim Project Accounting Manager
• Contract CFO
• CFO consultant
• Fractional Finance Director
• Interim Principal Accounting Officer
• Interim Corporate Controller
• Contract Controller
• Contract Accounting Manager
• Accounting Supervisor
• Interim Director of FP&A
• Interim Head of FP&A
• FP&A consultant
• Interim Head of Treasury
• Interim Treasury Director
• Cash management consultant
• Interim VP Tax
• Interim Tax Director
• Tax consultant
• Interim Chief Audit Executive
• Interim Head of Internal Audit
• Internal audit consultant
• Interim Director of External Reporting
• Interim Financial Reporting Manager
• SEC reporting consultant
• Technical accounting consultant
• ASC 606 consultant
• ASC 842 consultant
• Interim Director of Technical Accounting
• Interim SOX Manager
• SOX compliance consultant
• Internal controls lead
• CFO
• Outsourced CFO
• Exit-Readiness CFO

People & HR

• Interim CHRO
• Fractional CHRO
• Interim VP HR
• Interim HR Director
• Fractional HR Director
• Interim HR Business Partner
• Interim Head of Talent Acquisition
• Interim Head of Total Rewards
• Interim Head of Employee & Labor Relations
• Interim HRIS / People Systems Lead
• Interim Head of HR Operations
• Interim Head of Learning & Development
• Interim Head of Organizational Development
• Interim Chief People Officer
• Interim Head of HR
• Fractional Head of People
• Interim Head of People
• HRBP
• Senior HRBP
• Contract HRBP
• Interim Senior HR Business Partner
• Interim Director of Recruiting
• Interim TA Lead
• Recruiting process consultant
• Interim Compensation & Benefits Director
• Interim VP Total Rewards
• Compensation consultant
• Interim Labor Relations Director
• Interim Employee Relations Lead

Legal, Risk & Compliance

• Interim General Counsel
• Fractional General Counsel
• Interim Deputy General Counsel
• Interim Chief Compliance Officer
• Fractional Chief Compliance Officer
• Interim Chief Risk Officer
• Interim Head of Legal Operations
• Interim Privacy / Data Protection Officer
• Interim Corporate Secretary
• Interim Head of Regulatory Affairs
• Interim Contracts Director
• Interim Chief Legal Officer
• Interim Head of Legal
• Fractional Legal Counsel
• Fractional Compliance Officer
• Compliance consultant
• Interim Head of Risk
• Enterprise risk consultant