Services

Two practices, one team. Deal-driven or standalone.

M&A Transition covers the deal from diligence to TSA exit. Transformation covers the operating model and technology change that follows a deal, or stands on its own.

M&A Transition

Diligence → Day 2

Transition planning & design

Design the future-state operating model and the route to it, from diligence through Day 1 to full separation or integration.

  • Future-state design across technology, people, process and data
  • Separation Management Plans and integration roadmaps
  • Due diligence support across technology, operations and vendors
  • Financial modelling, cost to achieve and business case
  • Transition risk assessment and readiness reviews

Separation & integration delivery

Mobilise and run the programme, with a partner leading it and specialists where they are needed.

  • Transition management office stand-up and governance
  • Programme leadership and delivery
  • Specialist resources: business analysis, architecture, project management, change
  • Synergy tracking and realisation reporting
  • Lessons learned and handover to business as usual

TSA design & governance

Transitional service agreements that work as operating contracts and meet CPS 230 as material arrangements.

  • Service schedules mapped to critical operations
  • Pricing, service levels and reporting
  • Exit plans and transition-out terms
  • APRA notification and continuity planning
  • Ongoing TSA governance through to exit

Vendor-side separation readiness

Make a business separable before the sale process, so entanglement does not become a price chip.

  • Entanglement mapping across systems, people, contracts and data
  • Stranded cost sizing and cost-out plan
  • Draft TSA scope and pricing for the data room
  • Buyer diligence support

Transformation

Post-deal or standalone

Technology transformation

Move a technology estate from ambiguity to a funded, mobilised programme.

  • Technology and AI diagnostic, due diligence and readiness
  • Target-state architecture, platform design and roadmap
  • Business case and investment sizing
  • Programme mobilisation, governance and execution oversight

Operating model & BPO / ITO

Redesign how work is done and who does it, then move it safely.

  • Operating model design, including blended human and AI workforces
  • Outsourcing strategy and vendor selection
  • Outsourcing transition and cutover
  • Insourcing and contract exit

Programme assurance

An independent view for boards and executives on programmes in flight.

  • Stage-gate reviews for transitions and outsourcing
  • Vendor contract and delivery assurance
  • Risk and readiness reporting to sponsors

AI in operations

Put AI to work in regulated operations, with the controls APRA expects.

  • Use-case selection and value sizing
  • Workforce and process redesign
  • Governance, model risk and CPS 230 / CPS 234 alignment

Ways to start

Three fixed-scope engagements, each led by a partner.

2–3 weeks · pre-signing

Transition diligence sprint

Separation complexity, TSA scope, stranded cost and Day 1 risk, in a form the deal team can price.

2 weeks · post-close

TSA health check

Service coverage, exit readiness and CPS 230 treatment of each schedule, with a prioritised fix list.

3–4 weeks · in flight

Programme assurance review

An independent read on a programme in flight, reported to the sponsor.

Sectors: banking · wealth and superannuation · life insurance · infrastructure and private markets · technology.

Working on a deal or a transformation? Talk to a partner.

Talk to a partner