Advisory & Transformation
Carve-out, Day-1 and TSA services.
Separation planning, Day-1 operating-model design, and TSA scope, economics and exit. Excluded Services scoped in diligence, stranded cost detected early, and an exit run on milestones rather than dates.
What we do
Separation without the standing start
A carve-out fails in the gap between the SPA and the operating reality of Day-1. We design the TSA to be exited, not extended.
Day-1 operating model
Designed from the same findings register that priced the deal, not rebuilt from scratch post-close.
TSA design
Scope, economics, service levels and exit milestones, with Service Manager cover across every schedule.
Excluded Services
The discipline that keeps the TSA from silently absorbing the target operating model.
Stranded cost
Detected and routed to the value plan, not discovered in year two.
What you get
Deliverables
- A Day-1 plan that stands up in 12 weeks.
- 100% consents secured before close.
- TSA economics with a 10–20% saving against first draft.
- A milestone-based exit, typically around 18 months.
- One team from diligence through separation.
€4.6m of stranded TSA cost surfaced in one five-week diligence on a €500m target. The price was renegotiated before signing.
RCK engagement records, anonymised at client request
Our approach
Signing to Day-1, on one register
The findings that priced the deal become the separation plan. No handover, no reinterpretation.
Scope
Excluded Services and Reverse TSA scoped during diligence, so the SPA and TSA are drafted from evidence rather than templates.
Stand up
Day-1 operating model, consents, and cutover cadence, run by the same associates who carried the diligence register.
Exit
TSA detachment run against milestones rather than calendar dates, with stranded cost routed into the value plan.
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Related
Scope an engagement
Design the TSA to be exited.
Tell us the deal and we will size a partner-led team to it, mobilised within 48 to 72 hours.