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When a business unit is sold or spun off, its IT has to be disentangled: systems, data, contracts, identities, and infrastructure, under time pressure and with a fixed deadline. FHC+P runs the project management for your IT carve-out: from due diligence support through TSA planning and Day 1 readiness to the complete cutover. Structured, transparent, and backed by experience from over 150 IT projects.
For IT, a carve-out is open-heart surgery: the divested unit depends on shared ERP systems, directory services, networks, licences, and support contracts. By Day 1 it must be able to operate on its own, usually bridged by Transitional Service Agreements (TSA) that need to be defined, priced, and eventually exited cleanly. Starting without experienced project leadership risks standstill in daily business, data loss, and expensive TSA extensions. That is exactly what we are here for: FHC+P brings structure, pace, and negotiating confidence to your carve-out project, on the seller side as well as the buyer side.
Know what you are buying or divesting before signing: assessment of the target IT landscape, dependencies, and contracts, separation effort and TSA needs quantified, risks and deal breakers named. The result feeds directly into price and contract negotiations.
End-to-end steering of the IT carve-out: target picture, work packages, dependencies, stakeholders on both seller and buyer side. One plan, one status report, clear escalation paths, internationally and in multiple languages.
Cutting Transitional Service Agreements correctly: which IT services continue temporarily, at what cost, with which exit criteria. We support negotiations, monitor delivery, and steer the scheduled exit.
Disentangling ERP, CRM, file shares, directory services, and mailboxes: data migration with clear quality criteria, separation of tenants and identities, build-up of the target infrastructure, GDPR-compliant and documented for audit.
The deadline is not negotiable. We plan the cutover with a dress rehearsal, rollback scenarios, and hypercare: on Day 1 every employee can work, orders flow, invoices go out.
Assigning software licences, maintenance, and provider contracts to the right legal entity, avoiding double payments and compliance gaps. Including inventory, renegotiation, and transfer management.
Access and data flows are especially critical during transition: zero-trust principles, clean separation of permissions from signing onwards, GDPR-compliant data handover, and traceable logs for auditors.
IT inventory of the carve-out perimeter: systems, interfaces, data, contracts, people. The result is the target picture with a separation blueprint, TSA needs, and a reliable time and cost frame.
Work packages per system and site, migration runbooks, TSA negotiation, resource and vendor steering. Every dependency has an owner and a date.
Migrations, infrastructure build-up, and testing during live operations, a dress rehearsal, then the controlled cutover to Day 1, with a rollback plan and hypercare in the first weeks.
Ending transitional services on schedule, clearing remaining items, handing over operations and documentation to the new organisation. The project ends only when IT runs on its own.
An IT carve-out is the sum of many disciplines, and these are exactly the disciplines we have delivered in over 150 projects for corporations, mid-sized companies, and public authorities: ERP standardisation and migration, critical data migrations, site relocations with security-critical infrastructure, and structured knowledge transfers. Our project leads bring more than 20 years of professional experience on average and work in German and English, including at international sites.
With us you do not get slide-deck consulting, but people who have been through the cutover themselves: with a plan B, a steady hand on deadline day, and a clear eye for which TSA costs are avoidable.
Cutting, pricing, and exiting Transitional Service Agreements properly: service scope, commercials, security, governance, and exit.
To the checklist → ChecklistWhat has to demonstrably work on the first day after closing: ability to work, business processes, security, dress rehearsal, and hypercare.
To the checklist →Talk to us before the TSA clock starts ticking: a free intro call and an honest assessment of effort and risks.
Have further questions? Feel free to contact us directly via our contact form or by e-mail.
When a business unit is sold or spun off, its IT has to be extracted from the existing landscape: systems, data, identities, licences, and contracts. The goal is for the divested unit to be able to operate independently by the closing date (Day 1), usually bridged by Transitional Service Agreements (TSA).
It depends on the system landscape, data volume, and TSA scope: simple separations can be done in a few months, complex ERP disentanglements across several sites typically take 6 to 18 months. In the analysis phase we produce a reliable time and cost frame before any big commitments are made.
TSAs define which IT services the seller continues to provide after the closing date, at what cost, and until when. Well-cut TSAs buy time to build up an independent IT properly; badly cut ones become expensive and sluggish. We support definition, negotiation, and the scheduled exit.
Both. On the seller side we structure the separation and protect ongoing operations; on the buyer side we build the standalone target IT and steer the TSA exit. A clear mandate matters, so that interests remain cleanly separated.
Because a carve-out consists of disciplines we have been delivering since 2018 in over 150 projects: ERP migrations, critical data migrations, site relocations with security-critical infrastructure, and structured knowledge transfers. Our project leads bring more than 20 years of experience on average and also work internationally, in German and English.