From parent-company dependency to standalone operations.
A nine-month TSA carve-out of a global industrial technology business, taken from announcement to independent operations without a single business-critical outage.
- Corporate divestiture · Global industrial technology · Multi-region
- DayOne+ M&A Tech Advisory
What changed, in numbers.
- 9 mo
- TSA runway managed from announcement to independent operations
- 72 hrs
- Microsoft 365 cutover across email, Teams, SharePoint and OneDrive
- 0
- Business-critical outages through cutover weekend
Where the engagement started.
A global industrial technology business was being separated from a larger parent estate under a nine-month Transition Services Agreement. Identity, email, collaboration, network and endpoint services were all provided by the parent. The team needed a defensible plan that protected users through the deal, cleared TSA obligations on time, and left the business standing on its own supportable operating model.
How the work was sequenced.
- 01Framed the TSA on confirmed services, data, access, ownership and timelines rather than assumptions.
- 02Designed a tenant, identity and collaboration target state before touching production.
- 03Sequenced cutovers around the deal calendar so business-critical periods were protected.
- 04Moved from project delivery into a supportable managed-service operating model at go-live.
What the client was left with.
- Independent Microsoft 365 tenant with Entra ID, Conditional Access and MFA baselined from day one.
- Email, Teams, SharePoint and OneDrive cutover across the estate inside a controlled 72-hour window.
- Endpoint re-enrolment into a new Intune tenant with Defender and BitLocker policies.
- Network, print and identity dependencies on the parent estate retired in a phased plan.
- Runbook, evidence pack and knowledge transfer to a permanent operating team.
The plan protected the users while the deal closed around us. When the TSA clock ran out we were already operating independently.
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.
- The TSA is the plan. If it is not explicit on services, data, access, ownership and timelines, the carve-out inherits the ambiguity.
- Cutover weekends are won in the eight weeks before them, not on the night.
- Independence is a state, not an event. Managed services need to be live before the last TSA clause expires.
Merger integration, then a clean carve-out of the consulting arm.
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De-risking a compliance-sensitive aerospace carve-out.
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Multi-site separation from a shared legacy estate.
Corporate restructure · Family office / investment group · UK & Southern Africa