TSA Advisory LLC is a 100% buyer-side independent advisory firm. We help private equity firms and corporate buyers negotiate, manage, and exit Transition Services Agreements. We do one thing. We do it for one side. We do it better than anyone.
Every year, hundreds of carve-outs close. Every one of them ships with a Transition Services Agreement that defines the next 12 to 24 months of operational life for the buyer.
The seller's lawyers wrote it. The seller's finance team priced it. The seller's IT team scoped it. The buyer signs under deal pressure, with no time to scrutinize, and lives with the consequences for years. Extension fees compound. Stranded costs accumulate. Service catalogs grow heavy with line items the buyer never asked for.
TSA Advisory LLC exists to fix that asymmetry. We are not the Big 4. We are not a sourcing advisor. We are not a turnaround firm. We are specialists in one document and one process. The Transition Services Agreement, and your exit from it.
Every engagement is buyer-side. Every engagement is scoped before work begins. Every engagement is led by senior practitioners who have negotiated, managed, and exited TSAs across industries. We do not staff junior consultants on TSA work. We do not bill hourly. We commit to the deliverable.
This is not theoretical work. A typical TSA carries $5M to $40M in annual buyer spend. Cost-plus pricing adds 25 to 40 percent over fair market. Extension fees escalate to 150 percent of base. The contract on your desk is the difference between hitting the value creation plan and missing it by two quarters.
The TSA Advisory team is built from former Big 4 carve-out leads, former PE portfolio operations executives, and senior IT and finance practitioners. Their careers have run through industrials, healthcare, technology, financial services, and consumer goods. They have negotiated TSAs from inside the seller's transition office and from inside the buyer's portfolio company.
The advisor who scopes the work is the advisor who runs the work. The voice on the operating partner call is the voice in the seller's TSA committee meeting. The handoff to your team at the end of the engagement comes from the same people who built the strategy in week one.
That model exists because TSAs are not a training ground. They are a leverage moment, often a billion dollar one, compressed into a window measured in weeks.
The bench is intentionally small. Selectivity matters more than scale. The firm turns down engagements where there is a conflict, where the timeline does not allow real work, or where the buyer is not the one in the room making the call.
Big 4 firms do TSA work for buyers and sellers. Often on adjacent deals. Often with the same partners. We do not.
The same partner who priced the cost-plus methodology for the seller last year is sometimes the partner asked to renegotiate it for the buyer this year. The fee for one engagement underwrites the next. The buyer pays for a structurally compromised seat at the table.
We have never represented a seller in a TSA negotiation. Not in negotiation, not in execution, not in dispute resolution. The first sentence in the firm's operating agreement is that we never will.
No software resale. No referral fees from IT outsourcers. No partner programs with BPO providers. The firm's only revenue source is buyer-side advisory fees. That is the entire business model. Nothing else.
The four largest accounting firms each generate hundreds of millions per year in carve-out advisory. They work for sellers. They work for buyers. They work for both on different deals with the same sponsors. The conflict is structural and unfixable.
If the firm ever had to choose between your interest and the next engagement, you would win. There is no pipeline that competes with the work on your desk.
Fixed-fee proposal typically provided within 48 hours. The first conversation is always free.
A flat fee for the full scope, agreed before work begins. No hourly billing, no surprises.
Quarterly retainer for PE firms with multiple active TSAs.