De-risking a compliance-sensitive aerospace carve-out.
A four-country aerospace divestiture where CUI handling and CMMC / NIST 800-171 obligations had to be preserved from Day 1, not bolted on afterwards.
- PE-backed divestiture · Aerospace manufacturing · US, UK, APAC
- DayOne+ M&A Tech Advisory
What changed, in numbers.
- 4
- Countries co-ordinated across US, UK, Malaysia and Thailand
- Day 1
- Continuity plan covering identity, email, licensing, SFTP and LMS
- GCC-aware
- Tenant and collaboration design mapped to CMMC and NIST 800-171
Where the engagement started.
A newly independent aerospace manufacturing group needed to separate from its former parent across the US, UK, Malaysia and Thailand. Controlled Unclassified Information (CUI) handling, CMMC and NIST 800-171 obligations sat at the centre of the transaction. Identity, email, licensing, secure file transfer and the learning platform all had to be operational at change of control, in a design that a future US federal auditor would accept.
How the work was sequenced.
- 01Technology separation advisory ran alongside the legal separation, not behind it.
- 02Day 1 readiness was framed against CMMC / NIST 800-171 boundaries, not generic IT checklists.
- 03Tenant and collaboration design was GCC-aware, with a documented data-boundary story.
- 04IT/OT discovery captured shop-floor and lab systems that would have been invisible from head office.
What the client was left with.
- Multi-tenant collaboration design across four countries with clear CUI boundaries.
- Day 1 continuity plan covering identity, email, licensing, SFTP and the learning management system.
- IT and OT discovery record used to inform the value-creation roadmap post-completion.
- Governance pack accepted by the sponsor and retained beyond Day 1 into ongoing oversight.
Compliance risk was on the table from day one, not bolted on afterwards. That is why the sponsor kept us in the seat post-completion.
The full narrative, sequencing and lessons, as a PDF.
The PDF covers the challenge, the approach, everything we delivered, measurable outcomes and the lessons the DayOne+ team took from the engagement. No form, no gate. All names, sectors and identifying details have been removed.
What the team took away.
- Compliance risk in aerospace carve-outs is a Day 1 problem, not a Day 90 problem.
- Cross-border collaboration design decides whether CUI stays inside the boundary or not.
- The sponsor keeps the adviser who owned the risk in the seat post-completion.
From parent-company dependency to standalone operations.
Corporate divestiture · Global industrial technology · Multi-region
Merger integration, then a clean carve-out of the consulting arm.
Merger integration, later entity separation · Professional services · Southern Africa
Multi-site separation from a shared legacy estate.
Corporate restructure · Family office / investment group · UK & Southern Africa