M&A Services
Mergers & Acquisitions represent the pinnacle of corporate change, as they can comprehensively transform organizations, processes, and economic viability. The technological perspective on these matters is not an end in itself; rather, it must optimally support the commercial requirements of the transaction and adopt the respective viewpoint of the advising party – the buyer or the seller. However, it may be necessary to differentiate between the respective roles and situations, as the approaches and perspectives of corporates or private equity firms, as typical acting parties, can sometimes differ significantly. At Twinlake, we have bundled decades of this specific expertise for the benefit of your respective transaction. We work closely with the deal parties and also support third parties such as law firms and M&A advisors with their specific expertise in their individual workstreams within the process.
Our Approach
We combine transaction experience, technological excellence, and operational implementation strength for measurable added value in every deal phase.
Service Areas at a Glance
Due Diligence
In (IT) Due Diligence, a critical point in the deal where the target organization is illuminated and analyzed, we typically support our clients by staffing the technology or IT workstreams. Whether it’s a vendor due diligence or on the buyer’s side, the relevant aspects are identified and elaborated based on the deal rationale.
Beyond the status quo, the key question is always what the Target Operating Model (TOM) will look like after the deal is completed and what impact this will have on the IT landscape. These impacts can be technological, operational, and personnel-related, and must be assessed, provided with a transformation plan, and commercially modeled.
Redesign of process and system landscape (e.g., carve-out)
Risk assessment of legacy systems
Identification of growth opportunities
Cost and structural planning for the financial model
Carve-out
If a consensus between buyer and seller has been reached during due diligence and subsequent negotiations, the operational implementation of the affected business unit’s independence, the carve-out, now follows after signing (or closing). For many involved parties, this process is the supreme discipline, as all plans, concepts, and procedures must now be translated from theory into practice during this phase of the deal.
In the IT workstream, all processes, systems, and procedures of a company are usually considered and influenced, especially in corporate spin-offs, as existing IT landscapes often do not correspond to the scalability and appropriate design that the carved-out company will require in its new size.
Migration or replacement of central systems (ERP, CRM, Workplace)
Establishment of an independent IT landscape for the carve-out
Management of
Transitional Service Agreements (TSAs)
Data separation and
divestment of corporate services
Post-Merger Integration
“Best of both”:
Combine solutions
“Buyer platform”:
Complete migration
“Reverse PMI”:
Migration to target systems
TSA management until full integration
M&A success begins with the right decisions
Secure the value of your transaction with experienced experts in technology, separation, and integration.