How CFOs Can De-Risk Buy-Side Carve-outs: A 9-Step Readiness Framework

Carve-outs, or the acquisition of a business segment as it’s separated from its parent, are popular in any market. In a deal-heavy market, PE-backed companies use carve-outs to get more skin in the game. In a slow market, sellers leverage them as a way to shed non-core assets and generate needed liquidity. In a strong market, they’re deal accelerants. And in today’s performance-driven market, they’re particularly hot; through the first half of 2025, fueled by record levels of dry powder, carve-outs totaled about $25 billion across 145 deals—up from $19 billion and 127 deals during the same period in 2024 (McKinsey, 2025). 

Here’s the thing, though: Recently, both PE buyers and sellers have struggled to create value from carve-out transactions. In fact, according to some studies, about one-third of carve-out deals do not create the value initially ascribed (McKinsey, 2025).

That’s because, by nature, carve-outs are complex—full of operational, financial, and strategic pitfalls that can derail value if your buy-side team isn’t prepared to deal with them. So, the question is: How prepared are you?

Here’s a nine-step readiness framework to help you get to the answer.

1. Define scope 

Details matter. Carve-outs come in different shapes and sizes, so establishing exactly what’s being separated from the parent company is always the first step (as it, of course, shapes all other aspects of the deal). Do you understand exactly what legal entities, geographies, assets, people, and systems you’re buying? Flexibility in deals can vary (i.e., sellers can sell in non-negotiable bundles or in buyer-selected pieces), so you must ensure the transaction aligns with your expectations, growth objectives, and value creation plans. Are you getting what you thought you were buying?

The goal: Define the deal parameters at least 30-45 days pre-close to prevent costly surprises and ensure Day 1 readiness. For bigger and more complex multi-country deals that require standing up new legal entities, bank account, tax/payroll registrations, etc., this time horizon might need to extend—potentially by multiple months.

2. Perform targeted diligence 

There’s no one-size-fits-all approach to diligence. In fact, overspending on diligence dilutes impact. Tailoring diligence to each unique transaction’s needs and value creation roadmap can both accelerate the process and avoid unnecessary costs. And in an information-constrained diligence process, the focus should shift toward a risk-based diligence approach. 

For example: If your goal is to get your carve-out on an entirely new tech stack shortly after Day 1, how much do you actually want to invest in IT and cyber due diligence? Your efforts might be more effective—and cost-effective—elsewhere. 

The goal: Prioritize risk-based diligence to cut diligence spend and time by at least 10-20%.

3. Distinguish between real and phantom costs 

The cost structure that a business requires to excel as part of a (typically larger) organization can, and likely is, very different from the one it will need under a new owner or as a standalone business. A large and costly ERP may no longer be required. A top-heavy organization might be replaced by a nimbler one. Some of the corporate overhead and services allocations that burden the business in its current state might be unnecessary in the new standalone one.

The question is: How can you quickly identify a more realistic and efficient view of the go-forward cost structure?  And can you unearth hidden value in the process?  Taking a “zero-based budgeting” approach to building standalone financial statements helps answer these questions, getting rid of waste and keeping only what the carved-out business needs to thrive.

 The goal: Free up 10-40% of SG&A costs burdening the business under its current ownership by building a fit-for-purpose standalone cost structure.

4. Identify entanglements and size separation complexity

The golden rule here is 80/20: Spend 80% of your time and effort on the most critical entanglements for business operations. For example: Can you answer whether core business systems (ERP, payroll, CPM) are shared? Do you know the degree to which business processes (record-to-report, procure-to-pay, lead-to-cash) are centralized? Your ability to answer these questions can help pinpoint the highest-impact entanglements that must be prioritized to keep the business running post-close.   

The goal: Focus most of your time and resources to resolve and de-risk the top 3-5 entanglements. 

5. Use the TSA as a bridge, not as a crutch

The Transition Services Agreement (TSA) is a vital tool for ensuring Day 1 operational continuity in a carve-out… but should never become a long-term dependency. TSAs are there to help buy-side teams avoid disruptions and stand up their independent operations while granting sellers time to disentangle shared processes, systems, and assets. But their temporary nature is critical. Because at the end of the day, the faster the carve-out can operate as a standalone business, the faster it can create value - and the faster sponsors and management teams see ROI.

Take a global services business carve-out, for example. During the separation process, they prioritized standing up independent finance, IT, and HR function while streamlining revenue recognition and reporting. As a result, the team was able to exit the TSA in just over 3 months post-close—significantly reducing recurring costs and allowing the business to focus on value creation from Day 1. 

The goal: Target to exit most finance & HR TSAs within the first 2-4 months and avoid IT TSAs of more than 6-9 months to cut recurring fees and quickly refocus the business on its strategic growth plan (Note: these are general rules of thumb; industry, level of entanglements, and complexity might require longer periods to disentangle).

´6. Build the (operational) backbone 

For the standalone business to function without missing a beat, it must have a strong operational backbone…or you must quickly build one. How ready are you to do so? How quickly can you stand up and streamline essential processes like payroll and benefits, AR & AP or billing, to address Day 1 operating requirements? And how quickly can you ensure accurate and fit-for-purpose reporting, or robust liquidity planning and effective cash management? That last one is especially crucial now, in today’s market, wherein survival depends on having the cash necessary to weather volatility. 

The goal: Take advantage of the time before close to design the business’s go-forward operating model and make key organizational, process, and outsourcing partner decisions—so that you can hit the ground running on Day 1.

7. Adjust the tech stack to the new size and scope of the business

Tech is foundational to that standalone business backbone. There’s almost always some level of technology entangled in the parent that needs to be separated or replaced before the carve-out can stand on its own. So, you need to ask: What would be the optimal tech stack to power the reduced and refocused scope of the business, and what would be a reasonable roadmap to get there? Cutting ties with the parent's unnecessary tech lets you invest only in what drives success—and the Value Creation Plan (VCP) will be your best guide for making those decisions. 

The goal: Define and begin implementing the target-state tech stack pre-close, or within the first month post-close if needed, to shorten the critical path and accelerate time-to-value.

8. Take care of the people 

In a carve-out, you must be prepared to understand the basic people questions: Who is coming over from the parent company? Are any leadership gaps created in the transition? And the less-basic, often overlooked questions like: Are there people who were a good fit as part of the parent company, but who might not be right for the refocused standalone business? And for those who are in-scope for the transaction, what steps can you take to ensure talent retention and high levels of employee engagement, both during the transition and under new ownership? 

The goal: Conduct a critical employee review at least 30+ days pre-close and put an engagement and retention plan in place, depending on access to and engagement with the target.

9. Keep legal and compliance out of your critical path

Legal and compliance workstreams can add complexity to carve-outs–especially those spanning multiple jurisdictions, regulatory regimes, or legal entities. The key is an early and effective partnership between your legal team, outside counsel, and key business leads: build your legal entity plan upfront with tax and transfer pricing timelines baked in, and embed legal resources directly into operational workstreams to catch licensing, permitting, and contract issues before they become roadblocks. A pragmatic, risk-focused approach keeps your stand-up and VCP on track without costly surprises.

The goal: Finalize entity and tax structures at least 30-45 days pre-close (or longer, depending on deal complexity) to avoid delays and ensure an issue-free Day 1.  

The bottom line: carve-outs never go out of style. They’re important deal vehicles in both up and down markets. But for all their enduring popularity, they’re also rife with pitfalls and curveballs. Successful buy-side teams are ready to avoid the former and tackle the latter. And if you’re not ready yet...this framework helps you get there.

Frequently Asked Questions (FAQ)

1. What is a buy-side carve-out? It’s when a buyer acquires a business unit being separated from its parent company. The challenge lies in making it operationally independent—setting up new systems, teams, and processes.

2. Why are carve-outs so complex? They involve untangling shared functions like finance, HR, and IT while keeping the business running. Overlooking these links can cause costly delays or compliance risks.

3. How can CFOs de-risk a carve-out? By defining the deal scope early, focusing diligence on key risks, and setting up core functions pre-close. Exiting TSAs fast and aligning costs with a zero-based approach accelerates value creation.

4. What is a Transition Services Agreement (TSA)? A short-term contract where the seller provides essential services (e.g., IT or payroll) after closing. It ensures continuity but should end within 2–6 months to avoid dependency.

5. How long does a carve-out usually take? Simple deals take 3–6 months; complex, multi-country carve-outs can last up to a year. Strong upfront planning shortens timelines and reduces risk.

6. What are common carve-out pitfalls? Underestimating separation complexity, overrelying on TSAs, neglecting people transitions, and failing to define the go-forward operating model before closing.

Authors

George Theocharopoulos: George is a Managing Director with more than 20 years of experience driving M&A transactions and operational performance improvements across industries. He has led complex integrations, restructurings, and turnaround efforts - both as an advisor and as an executive. At Accordion, George partners with clients across the deal lifecycle, from strategy and operational diligence to Day 1 readiness and post-close transformation execution.

Ayla Queiroga: Ayla is a Managing Director with more than a decade of experience across advisory, accounting, and transaction execution, partnering with CFOs, sponsors, and senior leaders to unlock value through the finance function. At Accordion, she helps clients strengthen and streamline their finance organizations - leading efforts in treasury enhancement, integration and carve-out management, process optimization, and technology enablement to drive sustainable value creation.