When a corporate buys a carved-out business, the divestiture office runs the separation. The seller's separation management office holds the catalog, the costing and the exit clauses. The buyer is operating across the table from a function that has done this many times. Buyer-side TSA advisory equalizes the room. The advisory remains 100 percent on the buyer's side of that table, on every engagement, every time.
The seller's separation office is staffed, funded and incentivized. They have negotiated the same TSA structure across multiple deals. They know which clauses to defend and which to concede. The buyer's divestiture office is often standing up the program with a smaller team, a tighter budget and one shot to get the contract right.
Buyer-side TSA advisory is the function the seller's separation office has had for years, applied to the buyer's side of the table. We sit alongside the DMO lead, not in front of the executive committee. The work is operational, the deliverables are working documents, the timeline is the deal timeline.
Catalog and pricing pressure test before signature. Specific counterproposals on every service family. Exit clause rewrite while the buyer still has leverage.
90 day operational readiness across the six classic TSA workstreams. The buyer-side counterweight to the seller's transition lead.
Committee design, escalation paths, service credit calculations. The remedies that keep the seller honest after Day One.
Renegotiation when cost-plus drift has moved the run rate. Exit acceleration when the integration milestone slips. Dispute resolution when credits are sitting unclaimed.
For DMO leaders with two or more active TSAs at the same time, a portfolio retainer covers the whole book. One advisor across every file.
Divestiture office leaders call us at different points. Diligence, signing, Day One, mid-TSA, pre exit, or across multiple concurrent carve-outs. Each engagement is built to operate inside the DMO governance, not parallel to it.
Catalog stress test. Pricing benchmark. Exit clause leverage memo. Negotiation playbook for the DMO and corporate counsel to take into the redline session.
90 day stand-up across IT, finance, HR, procurement, treasury and cybersecurity. Integrated into the DMO's existing program plan, never a parallel track.
When the buyer carries services for the seller. Catalog, cost-plus pricing, exit terms and governance, mirrored on the buyer's side.
When the seller's cost-plus inflation is past the buyer's modeled case. Catalog rationalization and pricing reset. 6 to 10 weeks, fixed fee.
When integration is behind plan. Extension fee minimization. Weekly cadence with the seller's transition lead until the milestone is back on track.
Service level breach claims, service credit recovery, governance reset and escalation. The remedies the buyer has not been collecting.
Anonymized results from prior engagements. Full case studies available on request under NDA.
Service catalog reduced from 180 to 110 line items before signature. Pricing benchmark moved cost-plus mark-up from 30 percent to 18 percent. Saved across an 18 month TSA.
24 month TSA at $900K monthly run rate. 90 day readiness program landed Day One on the close date. Zero extension fees across the life of the agreement.
20 month TSA. Repeated SLA breaches in three service families. Built the claim file, ran the escalation, recovered credits the DMO had not invoiced.
Fixed fee proposal in 48 hours. Senior team on day one. The first conversation is always free.