One desk.One kind of transaction.
Divestitures.com is the technology divestiture practice of FIH.com. Same advisors and the same success-based terms, pointed only at software and SaaS separations in the middle market.
Carve-outs are their own discipline.
Selling a whole company and separating a division out of one look similar on a timeline and are not similar at all in practice. A company sale starts with an entity that already has its own accounts, its own contracts, and its own staff. A carve-out starts with none of those things and has to manufacture them while keeping the business running.
Perimeter, standalone cost base, contract assignability, transition services and keeping the people who matter: that is where carve-out processes succeed or stall. It is also the work a generalist adviser usually meets for the first time during your diligence.
FIH.com has run sell-side M&A across the middle market for years. This practice exists because the technology separations coming through that desk needed a specialist answer: buyers who understand shared engineering, benchmarks that reflect software economics, and a process built for assets that do not yet exist as standalone companies.
The terms, the confidentiality standard and the advisors who take the call are all FIH's.
Four commitments, stated plainly.
We are paid when you are
No retainer, no work fee, no monthly minimum. If the transaction does not close, this desk earns nothing. It is the only fee structure under which advice to wait can be believed.
Preparation over speed
The best predictor of the price a carve-out achieves is how much was settled before the first acquirer was approached. We would rather start two quarters late than run a process that gets re-traded in diligence.
Competition over relationships
A curated field of bidders sets the price. A friendly call to a familiar buyer sets whatever number that buyer is comfortable with. Only one of those is a process.
Confidentiality is operational, not aspirational
Staged disclosure, an approval right over every name on the outreach list, an NDA on every counterparty, and controlled data rooms. Your employees and customers find out when you decide they should.
Who this is for | and who it is not.
- You are a corporate seller with a technology division that is no longer core
- You are a sponsor optimising a portfolio and want a clean exit on one asset
- You have received an unsolicited approach and want to know what it is really worth
- You need standalone financials and a defined perimeter before you can sell anything
- You want a valuation letter for internal purposes rather than a transaction
- You need a restructuring adviser rather than a sell-side process
- The asset is pre-revenue, or software is a small share of enterprise value
- You have already committed to a single buyer and want the paperwork run
If it is not a fit, we will say so on the first call.
Assets below the mandate range go to FIH's core advisory desk. Restructuring situations go to a restructuring adviser. Neither referral earns this desk anything, which is the point.
Where else this work lives.
The parent advisory practice. Sell-side M&A across the middle market, including businesses below this desk's mandate range.
Business valuation for owners who need a defensible number rather than a transaction.
Valuation for venture-stage companies, where the pricing logic is entirely different.
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.