A $300M manufacturer had decided to divest one of its business lines. The challenge wasn't finding a buyer — it was making sure the unit looked like what it actually was: a standalone, profitable business, not a cost center tangled up in shared services and corporate overhead.

The first order of work was building clean, standalone financials for the unit. That meant carving out shared services, allocating overhead properly, and presenting true profitability in a way that would withstand buyer scrutiny. Done wrong, this step alone can kill a deal or significantly compress valuation.

From there, we coordinated with the investment banking team on valuation models and deal marketing, built the data room, and managed the due diligence process as buyers came in. Every financial question that came up had a clear, documented answer.

We also modeled the post-divestiture impact on the core business — what overhead remained, what the P&L looked like without the divested unit, and what transition service agreements needed to be in place to keep both sides operational through the close.

This was a project-based engagement with a success fee tied to transaction value. The structure aligned incentives simply: a better outcome for the client was a better outcome for us.