Multi-site separation from a shared legacy estate.
A family office and investment group separating from two shared Active Directory forests and a legacy on-premises estate spanning offices and rural estates, evolving into an eight-year strategic partnership.
- Corporate restructure · Family office / investment group · UK & Southern Africa
- DayOne+ M&A Tech Advisory
What changed, in numbers.
- 2 → 1
- Legacy AD forests consolidated into a dedicated identity platform
- 9+
- Sites migrated, from head offices to remote estates
- 8 yrs
- From carve-out delivery into ongoing strategic partnership
Where the engagement started.
A newly formed family office and investment group had to separate from two shared Active Directory forests and a legacy on-premises estate. Sites ranged from head offices to remote estates with limited connectivity. Identity, collaboration, network, telephony and video conferencing all had to be re-platformed without disrupting principals, family members or portfolio operations.
How the work was sequenced.
- 01Identity was redesigned first. Everything else followed the new identity plane.
- 02Sites were sequenced by dependency and connectivity, not by convenience.
- 03Telephony, video and WAN were re-platformed alongside identity so the estate was consistent at cutover.
- 04The delivery team stayed in place and evolved into the long-term technology function.
What the client was left with.
- Two legacy AD forests consolidated into a dedicated identity platform.
- Microsoft 365 migration with SharePoint data carve-out from the shared estate.
- WAN, firewall, telephony and video conferencing transition across nine-plus sites.
- Long-term governance model, still active at the eight-year mark.
It started as a separation programme and became our technology function. The same people who cut us over now sit at the steering committee.
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.
- Separation programmes that ignore identity fail slowly and expensively.
- Remote sites are not smaller versions of head office. They need their own connectivity and support model.
- The team that cuts the client over is often the right team to hold the steering committee seat.
From parent-company dependency to standalone operations.
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