DIVESTMENTS
Divestment, run with
the same rigour as
the acquisition that preceded it.
Carve-outs and divestments are often treated as the quieter cousin of M&A. They should not not be.
The discipline required to separate a business cleanly, protecting value on both sides of the line, satisfying regulators, keeping customers and colleagues whole, is at least the equal of any acquisition integration.
Where Forbury leads
Separation strategy and perimeter design
Defining what is in scope and what is not; entity, people, customers, contracts, data, technology, brand. Drawing the perimeter is the most consequential decision in a carve-out, and the one that bears the closest scrutiny.
Transitional Service Agreements (TSAs)
TSAs are where divestments are won or lost commercially. Forbury shapes a TSA position the seller can deliver, the buyer can rely on, and both can exit cleanly when the time comes.
Stranded cost management
The cost base left behind after a divestment is often the most painful number on the page. We design the stranded-cost programme alongside the separation, so the remaining business is set up for the future it now has, not the one it had before.
Operating model on both sides of the line
The seller has to keep running. The buyer has to start running. Forbury ensures both operating models are credible at Day One, and that the separation programme does not quietly destroy value in either.
Regulatory engagement and assurance
Particularly in regulated financial services, divestments live or die by the credibility of the regulatory plan. Permissions, capital, customer protection, conduct, data, all need to be designed for, not discovered.
Why James?
James has led the in-house transformation programmes that follow separation as well as those that integrate acquisition. The same lens applies: protect value, sequence the work, run the executive cadence the board needs, and bring in specialist hands where the technical depth demands it.
Carve-outs reward the same precision as the deals they reverse.
