M&A, carve-outs and integration

In acquisitions, divestments and carve-outs, IT is often one of the biggest risks – and one of the most underestimated. I help owners, boards and executive teams assess the technology, plan the integration or separation, and carry it out without the business stopping.

Book a 30-minute call · dotun@jetsky.se

Typical situations

  • You are acquiring a company and need to understand its IT, technical debt and IP
  • An acquired company needs to be integrated into the group's IT
  • A business is being divested or carved out and needs its own IT
  • A Transition Services Agreement (TSA) has to be replaced – fast
  • Owners want to know what it costs to finish a platform or switch to another

What I do

  • IT, technology and IP due diligence
  • Assessment of technical debt, architecture and maturity
  • Investment cases and decision material ahead of a purchase or exit
  • Integration plans: systems, users, licences, networks and suppliers
  • Carve-outs, Day 1 readiness and TSAs – set-up and exit
  • Operational continuity throughout the transaction

Format

  • Type: Project or interim role during the transaction
  • Duration: From a few weeks (due diligence) to several months (integration and carve-out)
  • For: Owners, boards and executive teams – including investors and private equity

Experience

I have led the IT workstream in four transactions: Premo's carve-out from Bring Citymail, the integration after Best Transport's acquisition of CityFlow, due diligence and integration of Ringstad Transport in Norway, and the carve-out and sale of Best Transport Denmark with a TSA.

Related case studies

Premo: Independent IT in three months after a carve-out

3 months to independent IT after a carve-out

Premo delivers newspapers and parcels overnight to more than one million households, with about 1,400 employees. After Bonnier News and Schibsted bought the company back from Bring Citymail, the IT services agreement (TSA) was terminated – with three months to replace everything.

What I did

  • Moved more than 30 production-critical systems on IBM, Linux and Windows
  • Established a new operating model and supplier structure, including Iver and Bonnier News IT
  • Secured networks, workplaces, contracts and continuity plans for critical overnight distribution
  • Built an IT organisation for operations, security and data across about 40 offices and terminals

Results

  • Independent IT estate within three months
  • Overnight delivery to more than one million households continued
  • 99.95% average system availability in some years

Best Transport: An acquisition in Norway and a carve-out in Denmark

2 countries acquisition in Norway, carve-out in Denmark

In the same period the group completed both an acquisition and a divestment – with IT at the centre of both.

What I did

  • Led technology and IP due diligence for the acquisition of Ringstad Transport in Norway
  • Planned the integration: systems, users, licences, networks, endpoints and suppliers
  • Led the technology workstream in the carve-out and sale of Best Transport Denmark
  • Mapped systems and supplier dependencies and put a Transition Services Agreement in place

Results

  • Operational continuity through both transactions
  • Clear decision material for management and owners