GAP 6×6 focus: Transactions & Change · Finance & Performance · People & Governance
Headline outcome: A $110m acquisition separated and integrated securely while maintaining business continuity.
A $110 million acquisition required a secure carve-out and integration that connected transaction completion with a functioning standalone operating model.
The situation
A specialist protection business was acquired from a major global group. The acquired operation had to be separated from its former parent and integrated into the buyer while maintaining continuity and control and meeting the requirements of a security-sensitive environment.
Why it mattered
A transaction does not create value merely because ownership changes. Finance, systems, controls, data, people, commercial arrangements and governance must operate successfully through Day One and beyond.
The intervention
The carve-out and integration were led as one connected transformation programme. The work linked finance and operating-model requirements with separation dependencies, systems, controls, governance, reporting and organisational readiness.
Five-site US integration and FOCI requirements
The integration covered five US sites under Foreign Ownership, Control or Influence (FOCI) requirements. Governance and security arrangements had to be connected with finance, systems, people, reporting and business continuity, working with appropriate security and legal specialists.
The evidenced outcome
- $110 million acquisition, carve-out and integration delivered
- Standalone and integration requirements connected within one programme
- Continuity and control protected through a complex transition
- A stronger operating foundation established for the acquired business
What it demonstrates
This demonstrates the GAP Dual-Track Principle: protect today while building tomorrow. Transaction, finance, technology and operating capability have to move together if acquisition value is to be realised.