A M&A team high fives.

How PCG Built and Ran a Transition Management Office for a Large Consumer Packaged Goods Company

02/23/2025

Our client signed a sale purchase agreement that introduced a new market offering to their business. This would nearly double their size and they were looking at a legal day one target within three months. They needed comprehensive transition management office (TMO) support that delivered fast results to ensure a successful launch.

The Challenge

To introduce their new market offering on schedule, our client needed additional capacity with M&A skill sets to plan, execute, and govern the carveout integration.

The Playbook

Delivering the TMO support the client needed would involve a detailed plan. Luckily, PCG’s M&A service menu offered everything necessary. We needed to:

  • Understand the transition service agreement (TSA) and scope of integration.
  • Align on approach for in-flight transformational projects.
  • Establish TMO, governance, including seller and team structure.
  • Establish the organizational change structure and approach.
  • Assess resource capacity gaps and augment them where needed.
  • Establish the high-level timing required to meet TSA exit.
  • Structure exploration and design phase (session driven) with readout summit.
  • Generate high-level design requirements and RICE framework for technical handoff.
  • Stage functional design, technical design and build plan.
  • Establish testing strategy and cycle definition and execution.
  • Define a detailed integrated implementation plan (people, process, technology)
  • Define cutover planning strategy, session framework, mock cutover approach, and execution framework.
  • Define hypercare strategy and plan.
  • Execute and monitor throughout the entire effort.

 

With a detailed plan that addressed all facets of the client’s endeavor, the PCG team was able to get to work on ensuring a smooth product launch. 

Results

Under tight deadlines, PCG built and ran a transition management office to plan, execute, and govern the end-to-end integration of our client’s $1.2B acquisition. We stepped in for the scheduled 18-month engagement and facilitated a clean launch. Our team oversaw all aspects of this significant business transaction, including 1,100 employees, three production plants, and a pilot test lab. At month 11, our client is on track for an on-time exit.