Technology solutions for complex transactions.

Transaction assumptions need to meet the reality of the technology estate. A system that appears to belong to the target may rely on group identity, shared hosting, a seller-held licence or a supplier contract that does not simply transfer.

MNC brings the technology perimeter, service dependencies and likely delivery constraints into a view that sponsors, boards and deal advisers can use. Sensitive pre-deal work is handled discreetly by senior practitioners.

• Identify systems, data, suppliers, people and services within and outside the transaction perimeter.
• Surface licensing, consent, shared-service and infrastructure dependencies for the appropriate advisers.
• Connect technology-related conditions precedent (CPs) and completion dependencies to evidence, ownership and delivery planning.
• Separate known facts, working assumptions and unresolved questions, including cost and timing exposure.

Legal interpretation and transaction documentation remain with the legal and deal advisers. Technology assessment provides the operational and commercial evidence they need.

A separation plan needs more than a list of assets. It needs a destination for each service, a route through its dependencies and an owner who can make decisions. Integration requires the same discipline: decide what must combine, what should remain independent and in which sequence.

The working delivery position

• A service-by-service separation or integration perimeter, with dependencies made explicit.
• Day 1 requirements covering access, support, security, data and critical business operations.
• A practical sequence of work, with decision gates, accountable owners and funding requirements.
• Supplier and business coordination, including cutover, acceptance and contingency arrangements.

MNC connects transaction planning with programme management so that the agreed route can be briefed, funded and run—not left as an unowned diligence recommendation.

A transitional service agreement (TSA) supports continuity while the future operating arrangements are established. Its end date does not, on its own, demonstrate that the receiving business can operate independently.

MNC brings service scope, exit dependencies, milestones, supplier obligations and operational acceptance into the same plan. Exit discussions should account for licences, data, knowledge transfer, support and the costs that may remain after transition.

After exit, interim support can maintain the operating rhythm, resolve residual dependencies and carry ownership into the permanent team. The focus is continuity of what has been delivered, rather than an abrupt programme handover.

The transaction readiness review is a short, anonymous discussion aid. It highlights gaps, questions for advisers and suggested owner roles before signing or completion. It does not verify diligence, provide legal advice or decide whether a transaction should proceed.