Case Studies

Context

A private equity firm evaluated the acquisition of a U.S.-based manufacturer providing products and services to biopharma and cell & gene therapy customers. Given the regulated nature of the business and its reliance on mission-critical IT systems, a structured IT due diligence was required to assess risks, integration readiness, and value-creation opportunities ahead of the transaction.

Scope

• IT due diligence in the context of a private equity acquisition
• Assessment of IT landscape, applications, and infrastructure
• Review of IT operating model, governance, and vendor dependencies
• Evaluation of cybersecurity, data protection, and compliance posture
• Assessment of scalability and integration readiness
• Identification of IT-related risks, constraints, and opportunities
• Input into transaction decision-making and post-close planning

Complexity

• Highly regulated biopharma and life sciences environment
• IT systems supporting R&D, manufacturing, and commercial operations
• Dependency on specialized applications and external service providers
• Data protection, validation, and compliance requirements
• Tight timelines aligned with transaction milestones

Role

• Lead IT due diligence support for the private equity transaction
• Structured assessment of the target’s IT landscape and operating model
• Identification and prioritization of IT risks and remediation topics
• Close collaboration with deal teams, advisors, and target management
• Translation of technical findings into decision-relevant insights
• Contribution to post-merger integration planning and Day-1 readiness

Outcome

• Clear and structured view of IT risks and dependencies
• Improved transparency on integration readiness and execution complexity
• Informed investment decision through actionable IT insights
• Early identification of post-close priorities and value-creation levers
• Reduced transaction risk through disciplined IT due diligence

Banking & Financial Services / Europe (Netherlands; international client base)

IT Carve-Out – Shipping Finance Unit

Company type: Commercial bank serving corporate and private clients

Context

A major Dutch bank serving corporate and private clients across Europe initiated the IT carve-out of its Shipping Finance unit as part of a broader strategic separation. The unit financed maritime assets and operated with dedicated processes, systems, and data structures that had to be disentangled from the bank’s core IT landscape while maintaining regulatory compliance and business continuity.

Scope

• IT carve-out of the Shipping Finance unit
• Definition of target IT landscape for the standalone entity
• Separation of applications, data, and interfaces
• Governance and execution control across the carve-out program
• Coordination between business, IT, legal, and external vendors
• Transition planning and Day-1 readiness
• Risk, dependency, and regulatory management

Complexity

• Highly regulated banking environment
• Separation of tightly integrated legacy systems
• Ongoing client operations during the carve-out
• Cross-border client base and regulatory considerations
• Coordination of multiple internal and external stakeholders

Role

• Program leadership and PMO support for the IT carve-out
• Establishment of carve-out governance and execution structures
• Coordination between business units, IT, and external service providers
• Planning and orchestration of application and data separation activities
• Management of risks, dependencies, and transition milestones
• Executive reporting and decision support during the separation process

Outcome

• Successful separation of the Shipping Finance IT landscape
• Controlled transition to a standalone operational setup
• Regulatory and operational continuity maintained throughout the carve-out
• Reduced execution risk through structured governance and planning
• Clear accountability and transparency across all carve-out activities

Energy & Utilities / Western Europe (Netherlands)

SAP S/4HANA Rollout (Brownfield)

Company type: Large, regulated energy provider

Context

A leading energy and utilities company operating in a highly regulated European market initiated a SAP S/4HANA brownfield conversion to modernize its ERP landscape while preserving critical business processes and historical data. The program was part of a broader enterprise transformation agenda with strict operational continuity requirements.

Scope

• SAP S/4HANA brownfield conversion
• Program governance and execution control
• Vendor selection for the technical SAP S/4HANA implementation
• Oversight and monitoring of system integrator delivery
• Cross-workstream coordination (IT, business, external vendors)
• Cutover planning and Day-1 readiness
• Risk, issue, and dependency management across the program

Complexity

• Highly regulated energy environment
• Legacy SAP ECC landscape with extensive customizations
• Multiple business units and stakeholders
• Strong constraints on downtime and business disruption
• Integration dependencies with downstream and upstream systems

Role

• Program leadership and PMO support
• Establishment of execution and governance structures
• Management of vendor selection process for the SAP S/4 HANA implementation partner
• Ongoing control and monitoring of implementation delivery quality, milestones, and risk
• Coordination between business, IT, and system integrators
• Planning and orchestration of cutover and transition activities
• Executive reporting and decision support

Outcome

• Controlled SAP S/4HANA transition with minimal business disruption
• High delivery transparency and clear accountability across internal teams and vendors
• Reduced execution risk through structured governance and active delivery oversight
• Operational continuity maintained across critical business processes

Medical Technology / Laboratory Diagnostics / Global (Europe, North America, Asia, Africa)

Salesforce CRM Transformation

Company type: Global manufacturer of medical laboratory diagnostics

Context

A global medical diagnostics manufacturer with operations across 17 countries initiated a Salesforce CRM transformation to replace fragmented regional CRM solutions and establish a unified, scalable platform supporting global sales, service, and commercial operations. The program was executed in a highly regulated medical technology environment with strict quality, data protection, and compliance requirements.

Scope

• Enterprise Salesforce CRM transformation
• Global template definition and rollout strategy
• Vendor selection for Salesforce implementation
• Implementation of the Salesforce solution together with a partner vendor
• Governance and execution control across regions
• Coordination of global and regional stakeholders
• Integration with existing enterprise systems
• Change and adoption management across markets
• Risk, dependency, and release management

Complexity

• Operations across 17 countries including Germany (HQ), United States, Mexico, China, and South Africa
• Highly regulated medical diagnostics environment
• Differing regional sales and service processes
• Data privacy and regulatory constraints (e.g. GDPR)
• Distributed global delivery teams and time zones

Role

• Program leadership and PMO support
• Establishment of global governance and execution structures
• Management of vendor selection process for the Salesforce implementation partner
• Ongoing oversight and monitoring of implementation delivery
• Alignment of regional requirements with a global Salesforce template
• Coordination between business, IT, and implementation partner teams
• Executive reporting and steering committee support
• Support of change management and rollout readiness

Outcome

• Standardized Salesforce CRM platform rolled out across multiple regions
• Controlled and predictable implementation execution with partner vendor
• Improved transparency and governance across global CRM delivery
• Reduced operational complexity through harmonized processes
• Strengthened alignment between global commercial strategy and regional execution