Integration and separation leaders
Carve-outs and integrations are won or lost on sequencing. BML runs separation, transition and Day 1 / Day 100 as one accountable programme.
The pressure
01
The business has to trade on the morning after, whatever is unfinished behind it.
02
Exit planning starts on day one, not when the invoices become uncomfortable.
03
Buyer and seller need a shared risk register and decision log, or the programme runs on email.
Where we work in the lifecycle
How do we move without breaking the business?
Proof
650 branches
Separated with zero operational interruption
Saint-Gobain / Jewson
Separation of a 650-branch, 10,000-staff distribution business. Separation, platform transition and organisation delivered on an 11-month clock.
Key outcomes
£5bn
Listed carve-out
Informa
Listed carve-out at £5bn scale. Separation and transition run end to end across the operating model.
Key outcomes
£100m
New contracts attributed to Avail
Saint-Gobain / Jewson
Commercial capability built into the separated business. Value levers identified, built and handed to owners inside the business.
Key outcomes
BML/OS underneath the work
Both sides of the transaction work in one environment: workstreams, dependencies, risks and decisions with owners and dates.
One record
Every engagement runs on the same operating system, so the evidence exists before anyone asks for it.
Bring us a live situation.
