Pre-Investment Product and Infrastructure Due Diligence​

An EU investment group hired Altius Strategic Consulting to perform a systems due diligence of a US-based early-stage private healthcare company. The objective was to determine valuation.​

We performed due diligence on the product architecture, modules, organization, system architecture, proposed investment plans and budget.​

The ten-day due diligence enabled investors to make an informed decision. It highlighted the strengths, weaknesses and mitigation plans for the company’s systems organization from 4 dimensions – organizational, technical, process and governance.

The pre-seed funding was approved with targeted feedback on system areas to direct investment​.

Enterprise-wide SG&A Optimization

What is the EBITDA improvement opportunity prior to the Private Equity fund exit, through SG&A optimization to defray the high cost of operating expenses and fund the future competitive IT systems in public health systems?

Over a four-week period, we performed an assessment of OPEX costs for process and expenses (direct and indirect) to determine opportunities for consolidation and optimization.

The result?
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We identified run-rate savings of $20M to $38M per year on an addressable cost base of $400M.

Pre-Exit Optimization of the Finance Function

We were engaged by a highly acquisitive global label manufacturer to centralize and outsource EMEA F&A functions to a third-party service provider.

We facilitated and contracted with the third-party service provider, setting terms to maximize value capture while mitigating risk.

We then managed the transition to go-live, including setting accreditation criteria and transition tollgates, as well as provided hyper-care after going live.

Separation and Stand-up Management Office for a Carved-out Entity

The ask was to separate and stand-up the IT capability of a global mobility business from the parent company to the new company.

A complex transaction involving critical back-office applications, over 75 revenue-generating front-office applications, and infrastructure across more than 40 countries and 5,000 employees. 

We delivered an On-Time transition of both back- and front-office applications for deal close on day one. And we’re on track for TSA exit. We provided IT PMO and other advisory services through day one and the TSA period. What’s more, we ensured optimal value capture, service and cost, for the client by selecting a Managed Services Provider and a Desktop as a Service provider through a well-established RFx process. 

The value we delivered includes G&A savings through efficiency in front office applications and infrastructure stand-up.

Post-Acquisition Optimization of the Go-To-Market Function

This case was about creating maximum enterprise value for global Go-To-Market capabilities by leveraging the Global Business Services environment to provide centralized and standardized support.

We assessed GBS maturity, GTM capabilities and country utilization in EMEA and APA. Surveying the technology landscape, we determined the opportunity for tool consolidation, cost reduction and process standardization.​

We defined a value capture playbook for OPEX reduction and roadmap,​ as well as a GBS 2.0 roadmap for building greater capabilities to support incremental processes and complexity.

At the end of the day, we delivered a two-year value capture playbook of $30M annualized savings by end of year two, with $8M in year one savings through use of arbitrage, automation and standardization of global GTM processes​.

Transition Services Agreement, Exit Planning and Execution from Parent Company

On this occasion, we advised the new company on the technology carve-out, and stand-up of systems capability, from the parent company across 10 workstreams – IT Infrastructure, Cybersecurity, SAP, CRM, Concur, Quality Management, Operations Technology (OT), Other IT Applications, Master Data and Global Program Management. In the process, we minimized or eliminated TSA dependency with the Parent Company.

Specifically, we: 

Ran RFPs across all 10 workstreams and advised the new company on selection of IT providers to perform the IT systems carve-out from the parent company.

Contracted negotiation with the selected IT providers​.

Prepared IT application and infrastructure baseline for future Run RFPs.

Completed RFPs for ten carve-out workstreams on schedule in 4 months.​ Our scope included 500+ applications and underlying infrastructure across IT and OT. ​

Awarded carve-out contracts worth over $50M+ across all workstreams in-scope​.

Negotiated outcome-based contracts for the key workstreams to guarantee TSA compliance.​

Defined the carve-out governance framework and key performance metrics to ensure IT providers deliver on-time and on-budget as per the expected quality.