£10m
Deal adjustment
Bridgestone
Buy-side technology, data, IP and cyber diligence on a £200m deal. Security, system and process risks quantified.
Key outcomes
- £10m adjustment
- £200m deal
Buy-side diligenceManufacturing
Management teams pre-transaction
Be ready beforethe process starts.
Buyers and sponsors will test the operating model, the data and the cost story. BML gets the business ready to be examined, and ready to move.
01
The pressure
01
Your numbers have to survive diligence
Reporting, data lineage and the cost story need to hold under examination.
02
Technology risk becomes price
What is unresolved internally becomes an adjustment externally.
03
Leadership bandwidth
A process consumes the executive team. Senior operators absorb the load.
02
Where we work in the lifecycle
01
Pre-readiness
Is the business ready for what is about to happen?
- Operating model and technology readiness
- Data, reporting and management information
- Cost base and contract exposure
- Leadership capacity and accountability
02
Diligence
What are we really buying, and where is the value?
- Technology
- Data
- AI and IP
- Cyber
- Operating model
- Cost base
- Value opportunities
05
Exit
Can the value be evidenced and defended?
- Exit readiness
- Technology readiness
- Data and IP
- Cost story
- Separation planning
- Management evidence
03
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
- 650 branches
- 10,000 staff
- 11-month delivery
- Zero operational interruption
- Full TSA exit early and under budget
SeparationBuilding materials & distribution
04
BML/OS underneath the work
Readiness gaps, owners and remediation tracked in one place, and later reused as the evidence pack.
One record
Every engagement runs on the same operating system, so the evidence exists before anyone asks for it.
Bring us a live situation.