Role search
Get a TSA exit lead who can own service agreement termination.
No postings. No stacks of resumes. No chasing. You choose from a short list of people who have done this before.
No upfront fee. You pay only if you engage someone we present.
Interim Headhunters starts with the work behind this request: A TSA exit lead manages the specific mechanics of terminating service agreements between a parent organization and a newly carved-out entity. This executive determines the order of operations for disconnecting shared IT infrastructure, financial reporting systems and administrative back-office functions.
This is what we do all day: place interim executives, interim managers and contract professionals.
Need someone now? Call 305-306-4829.
- No upfront fee
- 2 to 3 vetted consultants per assignment
- Matched to your industry
- You choose
- Interim plus permanent search
- TSA exit lead
The judgment call
What this hire really comes down to
A TSA exit lead manages the specific mechanics of terminating service agreements between a parent organization and a newly carved-out entity. This executive determines the order of operations for disconnecting shared IT infrastructure, financial reporting systems and administrative back-office functions. Their work centers on the tradeoff between the cost of paying for extended services and the risk of rushing a system migration.
This leader enforces the exit timeline against internal resistance from legacy owners who often prefer the status quo. They assess whether a specific vendor contract or service level agreement represents a manageable liability or a barrier to achieving total autonomy. The role requires selecting which data migration tools and service alternatives align with the specific constraints of the target entity.
What we check
What we check before you see anyone
- We verify candidates have managed the transition of finance and HR systems from a parent's ERP to a standalone configuration. They must explain their criteria for choosing between a cloud-native replacement or a mirrored legacy environment during the exit process, including how they account for latency and data synchronization issues during the transition.
- We audit their history in managing transition service agreement spend. We require proof of specific instances where they renegotiated service terms to reduce fees or forced a termination ahead of the initial sunset date, demonstrating their ability to quantify the financial benefit of an early exit.
- We confirm their technical process for separating shared data environments. They must describe their protocol for ensuring compliance and security when migrating intellectual property out of a parent company database into a target-owned system while maintaining historical audit logs.
- We validate their direct responsibility for the final go-live decision. We examine how they resolved critical issues during the final 48 hours of a cutover to ensure the new entity remained functional upon the loss of parent support and how they verified data integrity immediately post-migration.
Sourcing
Where we find them
We source from private equity firms that manage rapid divestiture cycles for diverse assets. These candidates endure intense pressure to hit specific exit windows because ongoing service fees directly impact portfolio performance. We look for those who have spent multiple consecutive assignments managing the technical debt associated with carved-out entities and replacing shared corporate services with fit-for-purpose alternatives that avoid long-term vendor lock-in.
We recruit from corporate development groups within large industrial firms that routinely divest non-core segments. These professionals understand the specific regulatory hurdles and internal stakeholder dynamics involved in separating a company unit. They transition to your project because they possess a distinct drive for resolving the complex technical and operational riddles that occur during the final stages of a legal separation, moving from firm to firm to solve high-velocity decoupling challenges.
Where searches go wrong
Mistakes we see
- Hiring someone who treats the TSA exit as a standard IT project rather than a business-critical event. Generalist project managers often fail to grasp the financial impact of delayed migrations or the legal necessity of adhering to the agreed-upon exit date regardless of internal comfort.
- Allowing the lead to over-invest in future-state transformation projects that exceed the scope of the separation. This delays the exit and introduces unnecessary complexity to a cutover that should remain focused on basic operational continuity rather than enterprise-wide system upgrades.
- Neglecting to align the IT exit with the human resources and payroll separation. Failure to coordinate these functions simultaneously results in service agreement extensions that serve as major recurring costs for the business while creating data silos that complicate financial reporting.
The search
How the TSA exit lead search runs
- First, we map your current transition service agreement portfolio and the interdependencies between your systems and the parent entity. We identify candidates who have successfully managed the specific type of technology stack currently in use, whether it involves proprietary ERPs or complex cloud integrations, ensuring they have experience with the specific regulatory constraints of your industry.
- Second, we conduct interviews focusing on their specific experience with the final phase of cutover management. We ask how they mitigate data loss risk during the transfer of assets and how they managed the specific legal and financial conflicts that arose during their most difficult separation exit, forcing them to detail their specific decision-making process during a failure.
- Third, we finalize the search by evaluating their capacity to work within your current budget and timeline constraints. We ensure they have a clear understanding of the specific level of internal support available and that their approach matches your desired pace for removing stranded costs, confirming they have a history of meeting or beating the original separation deadline.
Questions
How does this role differ from a standard carve-out lead?
A carve-out lead manages the full scope of the separation from legal to operational. The TSA exit lead focuses exclusively on the technical and process decoupling required to terminate parent-provided services.
Do we need an executive for a small-scale separation?
If the divestiture involves shared global systems, the complexity requires senior oversight. An executive ensures the legal and technical risks of the exit do not compromise the value of the deal.
What is the primary indicator of a successful TSA exit?
Success is measured by the ability to terminate services by the target date without business interruption. The goal is achieving full autonomy at the lowest possible cost.
How are fees structured for this engagement?
No upfront fee. You pay only if you hire.
What replacement terms apply?
We offer a candidate replacement guarantee on standard search agreements. The applicable period and exact terms are set out in the signed client recruiting agreement.
How are recruiting fees agreed?
No upfront fee. You pay only if you engage someone we present. We scope the assignment before quoting; the fee page explains our model.
How soon can we see options?
Availability depends on the assignment and the people who fit it. We qualify interest and commitments rather than promising a shortlist date before the search is scoped.
What if the scope grows?
Discuss new responsibilities before adding them to the engagement. Agree the priorities and record any change to the brief and terms.
Can we extend an engagement?
Discuss what remains unfinished and whether the same responsibility is still needed. Extensions depend on the person's commitments and the agreed engagement terms.
Can the appointment become permanent?
A permanent move can be discussed if both sides want it. Review the future role and the applicable agreement instead of assuming that temporary coverage automatically converts.
How is a confidential search handled?
Tell us what can be disclosed and whom we must not contact. We agree those boundaries before approaching people; do not send sensitive records with an initial brief.
What are the replacement terms?
We offer a candidate replacement guarantee on standard search agreements. The applicable period and exact terms are set out in the signed client recruiting agreement.
What do you not do?
We do not sell job-board reposting as a search or bill hourly for recruiting work. We do not take a retainer unless expressly agreed, and an introduction does not authorize an engagement.
Tell us the seat
No upfront fee. You pay only if you hire. Share the title, the situation and the timing. A person reads it.
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The Six-Step Search
What do you get at each step of the search?
We agree what the person must own before contacting anyone. You see how the search is scoped and which backgrounds we pursue. We speak with candidates about the work before presenting them. The Six-Step Search gives you useful written notes and support through interviews, rather than a pile of applications.
- 01
Scope call
We talk through the seat, the business and what has to change.
You get: A one-page role brief you approve before we search.
- 02
Market map
We work out where people who have done this job actually sit.
You get: A short note on the pool and how we plan to reach it.
- 03
Direct outreach
We approach people who are not looking at job boards.
You get: Progress updates so you are never chasing us.
- 04
Screening
We interview every candidate on the work, not the resume.
You get: Written notes on fit, availability and terms for each person.
- 05
Shortlist and interviews
You meet a short list. We handle the scheduling.
You get: Several vetted options and a debrief after each interview.
- 06
Offer and start
You choose. We help settle terms and the start date.
You get: Confirmed terms, a start date and check-ins after day one.
Tell us who you need.
No upfront fee. You pay only if you engage someone we present.
Send us the seat. We will take it from there.
No upfront fee. You pay only if you engage someone we present.