Our long-standing client, a Global Tier I Automotive OEM supplier, decided to carve-out and divest one of its business units in order to invest in higher margin product categories. They split the Division and sold it to two separate foreign entities in parallel transactions exceeding $800 million. Liberty was engaged to manage IT Separation activities and to ensure the Buyer received ongoing services in accordance with the TSA (Transition Services Agreement), while minimizing risk and impact on the Seller’s daily operations.

Our long-standing client, a Global Tier I Automotive OEM supplier, decided to carve-out and divest one of its business units in order to invest in higher margin product categories. They split the Division and sold it to two separate foreign entities in parallel transactions exceeding $800 million. Liberty was engaged to manage IT Separation activities and to ensure the Buyer received ongoing services in accordance with the TSA (Transition Services Agreement), while minimizing risk and impact on the Seller’s daily operations.

Liberty quickly engaged the client’s Separation lead and mobilized the IT SMO (Separation Management Office). Interfacing daily with the Buyer, Seller (client), and a number of IT service providers, our team was responsible for completing separation as well as the delivery of support services following transaction close. Separation strategies were discussed and agreed upon with the Seller’s executives and communicated to the Buyer and relevant service providers. A cadence was established between all parties to communicate separation progress as well as the status of the Buyer’s ongoing change requests and system functionality enhancements.

Significant care was taken to avoid disruption to the Buyer’s business while they underwent infrastructure changes as well as the onboarding of new service providers. Our primary focus throughout the engagement was minimizing risk to the Seller’s environment during physical separation.