Preparing a business for sale or integrating an acquisition?
The transaction is only part of the challenge. Executing it is another matter entirely.
Mergers, acquisitions, and divestitures place extraordinary demands on your organization.
Systems must be separated or integrated, operational dependencies untangled, transition services established, and business continuity protected, often against aggressive timelines and competing priorities.
Mavendog brings experienced enterprise program leadership to help you navigate that complexity, coordinate critical workstreams, and execute the operational and technology initiatives that make transactions possible.
The Transactions We Support
Divestitures & Carve-Outs
Preparing a business, division, or asset for separation and sale requires disentangling shared operations, technology, contracts, and services. We help lead the work required to separate businesses, establish standalone capabilities, preserve operational continuity, and position organizations for a successful sale or transition.
M&A Integration
Acquiring a business is one thing. Bringing two organizations together is another. We help lead enterprise integration programs, coordinating technology, operations, people, and cross-functional dependencies to bring acquired businesses into the organization while maintaining business performance.
The period surrounding a transaction can be especially demanding, with critical milestones, operational dependencies, and little room for disruption. We help coordinate Day 1 readiness, transition services, cutover activities, TSA exits, and post-transaction stabilization to keep the business operating through significant change.
Where We Lead Execution
You may have the transaction strategy, financial advisors, and legal agreements in place. But who is coordinating the workstreams, managing the dependencies, and driving the enterprise changes required to make it happen?
That’s where Mavendog comes in:
Complex transactions demand coordinated execution across functions, organizations, and competing priorities. We establish the structure, visibility, and leadership needed to keep critical work moving.
- Integration and Separation Management Office leadership
- Master program plans, milestones, and critical-path management
- Cross-functional workstream coordination
- Executive governance and decision support
- Risk, issue, and dependency management
- Program reporting, escalation, and delivery oversight
Shared technology environments can create some of the most difficult dependencies in a divestiture. We help lead the work required to disentangle systems, infrastructure, and data while protecting business operations.
- IT carve-out planning and execution
- Application inventories and dependency assessments
- Infrastructure and systems separation
- Data migration and transition coordination
- Standalone technology environment readiness
- System integrator and third-party delivery oversight
Transition arrangements help businesses operate during separation, but they also create obligations, dependencies, and deadlines. We help coordinate the work required to establish, manage, and exit transitional services.
- TSA planning and operational coordination
- Shared-service dependency identification
- Service continuity and transition readiness
- TSA milestones, tracking, and reporting
- Vendor and functional coordination
- TSA exit planning and execution oversight
Divestitures can leave businesses dependent on contracts, licenses, and service arrangements originally established for the parent organization. We help coordinate the analysis and transition activities needed to support operational independence.
- IT, SaaS, and service contract inventories
- Contract entitlement and usage-rights analysis
- Assignment and change-of-control provision reviews
- Vendor transition and standalone agreement coordination
- Contractual risk and dependency tracking
- Coordination with Legal, Procurement, IT, and transaction teams
A transaction cannot succeed operationally if the business isn’t ready to function through the transition. We coordinate readiness activities, cutover planning, and stabilization efforts to help minimize disruption.
- Day 1 and standalone operational readiness
- Business and technology cutover planning
- Functional readiness assessments and coordination
- Operational handoffs and transition milestones
- Business continuity and issue escalation
- Post-separation or post-integration stabilization
Transactions affect more than systems and operating structures. Employees, leaders, and functional teams must navigate changing responsibilities, processes, and ways of working.
- Stakeholder alignment and engagement
- Organizational change planning and coordination
- Leadership and functional communications
- Workforce transition and readiness support
- Training and adoption coordination
- Change impacts, dependencies, and escalation
Who Hires Mavendog for M&A and Divestiture Execution
Different transactions create different execution demands. Mavendog is hired by organizations driving these initiatives, as well as transaction advisors seeking experienced execution leadership for their clients.
Corporate
Buyers & Sellers
Corporate Buyers & Sellers
Preparing a business for divestiture or integrating an acquisition? We help lead separation and integration programs, coordinate critical workstreams, and manage enterprise dependencies without overwhelming internal teams or disrupting ongoing operations.
Private Equity Firms
& Portfolio Companies
Private Equity Firms & Portfolio Companies
Acquiring, separating, or preparing a portfolio business for its next owner? We provide program leadership to manage technology carve-outs, operational transitions, standalone readiness, and integration when internal resources are stretched.
Investment Banks
& Transaction Advisors
Investment Banks & Transaction Advisory Firms
Your clients may have a clear transaction strategy but lack the internal capacity to execute the operational and technology initiatives behind it. Mavendog can complement your advisory services by providing program leadership to help clients manage integrations, separations, and transitions.
Selected Client Engagements
Selected highlights of our M&A and divestiture leadership across Asia-Pacific business separation and IT carve-out; European divestiture planning and pre-sale readiness; and post-acquisition integration and enterprise ERP implementation.
International Business Divestiture & IT Carve-Out
Confidential Multinational Manufacturer
The Challenge
A multinational manufacturer was divesting business operations across multiple Asia-Pacific markets, including manufacturing facilities and business units. The transaction required separating shared technology infrastructure, enterprise applications, vendor relationships, and supporting services while maintaining business continuity through the transition to new ownership.
The divestiture was already underway when Mavendog entered the program, and critical activities had fallen behind schedule. With numerous technology dependencies, external providers, and separation requirements converging around the transaction, the client needed delivery leadership capable of restoring momentum and managing the complex work necessary to complete the carve-out and sale.
Mavendog's Role
Mavendog assumed a hands-on IT program and project leadership role, helping bring the delayed divestiture back on track and managing critical separation activities over a nearly 18-month engagement.
- IT Separation & Carve-Out Planning: Mavendog managed the definition and coordination of technology carve-out requirements, including application inventories, infrastructure analysis, and dependencies between the businesses being sold and the parent organization. Working across internal IT teams, business stakeholders, and external providers, Mavendog established the separation scope and drove the activities necessary to transition shared systems and services.
- Divestiture Program Recovery & Execution: Entering an already-active program that had fallen behind, Mavendog helped restore execution discipline and bring critical activities back on track. Our leadership developed and managed the master divestiture project plan, coordinated interdependent workstreams, monitored risks and issues, and established dashboards and KPI reporting to provide visibility into progress and program health. The work required sustained management of schedules, dependencies, decisions, and competing priorities throughout the transaction.
- Transition Services & Vendor Contract Separation: Mavendog led TSA planning and enablement activities to address the technology services required during the transition to new ownership. The engagement also included managing vendor and IT contract separation activities, coordinating the establishment of standalone agreements and service arrangements for the divested businesses. These activities were critical to maintaining continuity while reducing dependencies on the parent company's technology environment.
- Systems Integrator Selection & Delivery Management: Mavendog managed the systems integrator procurement process, including RFP development, bid management, and vendor selection. Following selection, Mavendog provided vendor management and project oversight for application carve-out activities, coordinating integrator deliverables with the broader separation plan and holding execution against the transaction's requirements and milestones.
Over nearly 18 months, Mavendog helped turn a delayed divestiture program into a successfully completed business separation. Our delivery leadership remained engaged through the IT carve-out, sale, and transition, helping the client overcome execution challenges and bring a complex international transaction across the finish line.
Divestiture Program Recovery · International IT Carve-Outs · TSA Planning & Transition · Vendor Contract Separation · Systems Integrator Selection & Oversight · Enterprise Program Execution
European Business Divestiture & Pre-Sale Readiness
Confidential Multinational Manufacturer
The Challenge
A multinational manufacturer was preparing to divest its European business operations, requiring extensive planning to separate the business from shared enterprise applications, infrastructure, vendor contracts, and supporting services. The organization needed to establish technology separation requirements, evaluate contractual entitlements, and prepare for a potential transition to new ownership before a sale could proceed.
The work involved more than identifying which systems belonged to the business. Shared technology services, software licensing restrictions, vendor agreements, and potential transition service obligations all needed to be understood before the organization could determine how the business would operate independently following a transaction.
Mavendog's Role
Over several months, Mavendog provided senior IT program leadership to drive pre-sale separation planning and readiness. As the work progressed, the client expanded the engagement to include dedicated IT contract and TSA entitlement leadership.
- Pre-Sale Divestiture Program Leadership: Mavendog developed and managed the divestiture program plan, coordinated separation activities across internal teams, and maintained visibility into schedules, dependencies, risks, and decisions. Our delivery leadership worked to establish the technology readiness requirements necessary for the organization to proceed with a potential transaction and subsequent carve-out.
- Application & Infrastructure Separation Planning: Mavendog assessed application and infrastructure dependencies between the European business and the parent organization, coordinating the identification of shared systems, services, and technology separation requirements. This work helped define the scope of the potential carve-out and the activities that would need to be executed as part of a future ownership transition.
- IT Contract & TSA Entitlement Leadership: Mavendog's expanded responsibilities included organizing and evaluating IT, SaaS, and managed service contracts to understand the implications of separating the business. The work addressed software usage rights, assignment and change-of-control provisions, renewal and termination terms, and whether existing agreements permitted continued services under a TSA. Mavendog also examined contractual risks, licensing dependencies, and potential cost optimization opportunities, helping establish the information needed for separation planning and client decisions. Contract negotiation and execution remained the client's responsibility.
Mavendog completed the preliminary technology separation and readiness work, establishing a foundation for the organization to execute the carve-out if the sale proceeded. Although the transaction did not advance to a completed sale, the engagement addressed critical planning, technology, and contractual considerations necessary to prepare the business for potential separation.
Pre-Sale Separation Readiness · Divestiture Program Leadership · Application & Infrastructure Dependencies · IT Contract Analysis · TSA Entitlements · Software Licensing & Usage Rights · Technology Carve-Out Planning
Post-Acquisition Integration & Enterprise ERP Program Support
Global Pool Equipment & Technology Manufacturer
The Challenge
Following the acquisition of a commercial water sanitization technology company, a global manufacturer needed to integrate an established business into its broader enterprise while maintaining ongoing operations. At the same time, the organization was advancing a major ERP program, creating competing demands for internal project leadership and execution capacity.
The concurrent initiatives required coordination across business functions, technology teams, integration activities, and external partners. With the acquisition integration and ERP program progressing alongside ongoing operations, the client needed additional delivery leadership capable of taking ownership of assigned workstreams and managing execution without adding to the burden on internal program leadership.
Mavendog's Role
Mavendog provided project leadership across the post-acquisition integration and the client's Microsoft Dynamics 365 ERP program. Working alongside the client's internal program leadership, Mavendog assumed responsibility for assigned workstreams, coordinated cross-functional teams, and drove day-to-day execution as the scope of the engagement expanded.
- Post-Acquisition Integration: Mavendog supported the integration of the newly acquired water sanitization business into the manufacturer's broader enterprise. Our responsibilities included project coordination and execution management for assigned integration activities, working across client stakeholders to maintain progress, address dependencies, and support the transition of the acquired operation into the larger organization.
- Microsoft Dynamics 365 Program Execution: Alongside the acquisition integration, Mavendog assumed responsibility for managing assigned ERP workstreams under the client's ERP Program Director. The work included coordinating functional and technical teams across workflows, forms and labels, reporting, EDI, and integration dependencies. Mavendog managed plans, milestones, risks, issues, and cross-functional handoffs, while coordinating testing, cutover preparation, and business readiness activities as required by the program's deployment phases.
As enterprise delivery demands expanded, the client increased Mavendog's responsibilities and extended the engagement into fall 2027. The continuing relationship reflects the value of dependable, hands-on project leadership across complex acquisition and enterprise systems initiatives, with Mavendog remaining actively involved in execution as the programs advance.
Post-Acquisition Integration · Microsoft Dynamics 365 · ERP Workstream Leadership · Functional & Technical Coordination · Systems Integration & EDI · Testing & Cutover Readiness · Enterprise Project Execution