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industry
Financial Services

Data & analytics business needs to stand alone​

Context

A global financial data and analytics business was carved out from a larger parent organization in response to growing demand across financial markets. Ahead of the transaction, a prospective investor sought support to evaluate the feasibility and economics of operating the business as a standalone entity, shaping the investment thesis with a clear view of both opportunities and costs.​

Value Created

$800M in productivity gains​
exceeding the investment case by 26%​
Transitioned into a standalone market leader​
rapidly and with low-disruption​
Enabled a $27B exit​
in under one year​

People

VALUE LEVERS

  1. Organization redesign​
  2. Global talent optimization

HOW WE DID IT

  • Built a more agile leadership model by clarifying accountabilities, consolidating overlapping capabilities, and establishing consistent KPIs using a modified zero-based budgeting approach​
  • Increased capacity at lower cost by shifting more roles to global delivery hubs in lower-cost locations

Process

VALUE LEVERS

  1. Separation and TSA management​
  2. Accelerated execution planning

HOW WE DID IT

  • Enabled a smooth carve-out by inventorying processes, orchestrating separation workstreams, and negotiating and rapidly exiting hundreds of TSAs and reverse TSAs​
  • Used the regulatory approval window to prepare detailed execution plans, allowing the new organization design to launch within days of close and capture early savings

Technology

VALUE LEVERS

  1. Infrastructure simplification​
  2. Technology-enabled productivity

HOW WE DID IT

  • Reduced operating costs while improving delivery by simplifying data center and network infrastructure and streamlining the overall technology footprint​
  • Modernized technology capabilities as part of a broader productivity program that lowered spend while increasing the company’s ability to deliver data and analytics at scale