Divestiture consultants fortechnology carve-outs.
Most firms that call themselves divestiture consultants advise on the decision and hand the transaction to somebody else. We do the transaction. Divestitures.com is a sell-side M&A desk that runs the process end to end, from separating the financials to signing the purchase agreement.
Mandate range $50M to $500M enterprise value. Success-based fees, no retainer.
What a divestiture adviser is actually for.
Divestiture advisory services vary enormously in what they include. This is what we mean by it.
Establish what the asset is actually worth
Not a range copied from a multiples table. What comparable carve-outs cleared at, why they cleared there, and which of those conditions your asset shares.
Find the acquirers who should care
A divestiture fails quietly when it is shown to the obvious ten buyers. The work is identifying the strategic acquirer for whom the division closes a specific gap, and the sponsor with a platform it bolts onto.
Separate the business on paper before anyone sees it
Shared engineering, shared contracts, shared customers. Carve-out financials that stand up to diligence are built before the process opens, not negotiated during it.
Run the process so competition exists
One interested buyer is a negotiation. Three is a price. The sequencing that produces the second and third is most of what an adviser is for.
A generalist bank will take the mandate.
What it will not have is a view on which sponsors are live in your vertical this quarter, or why the last comparable asset cleared where it did.
A technology carve-out is not a smaller version of a company sale. The division shares engineering, contracts and often customers with its parent, and every one of those threads has to be identified, priced and either severed or documented as a transitional service. Buyers discount heavily for separation risk they discover themselves, and barely at all for separation risk you have already resolved and disclosed.
That is the difference between divestiture consulting as strategy work and divestiture advisory as transaction work. The first tells you whether to sell. The second determines what you get.
Three situations, priced very differently.
- The division no longer fits the strategy
- It is profitable, it is competent, and it is absorbing management attention that belongs elsewhere. This is the most common reason and usually the best-priced sale.
- Someone has already approached you
- An inbound approach is a signal, not an offer. A single bidder who knows they are the only bidder is buying at their number, not yours.
- The board wants the capital back
- A carve-out that funds the core business is a different brief from a distress sale, and the process should look nothing alike.
Assets below $50M are referred to FIH's core advisory desk, which runs the same process at smaller scale on the same success-based terms.
Every mandate startswith one conversation.
Tell us what you are considering. A senior advisor from FIH will come back with a straight read on value, timing and who would actually buy it, before you commit to anything.
- Confidential. Nothing you share leaves the advisory team.
- Success-based. No retainer, no upfront fees, no obligation.
- A senior FIH advisor responds within one business day.