Critical Infrastructure Divestiture – Fractional CFO for a Multi-Hundred-Million-Dollar Transaction
Size
$200M
Sector
Infrastructure
Capital Structure
Leveraged Buyout
Role & Contribution
Fractional CFO, diligence leadership, transaction finance, post-close support
Client Overview & Situation
A critical infrastructure subsidiary serving the agriculture and critical minerals sectors was selected for divestiture in a multi-hundred-million-dollar transaction. The business was operationally strong, but the parent company needed a deal-ready Fractional CFO to lead the financial side of a transaction of this scale and prepare the company for private equity ownership.
Challenges
Internally, the company lacked the ability to produce a PE-grade financial model, manage the finance workstream of a major M&A process, or handle technical requirements such as IFRS conversion, purchase price allocation, and debt pushdown. The incoming private equity buyer also required leadership fluent in LBO structures, leverage mechanics, covenants, and value-creation expectations.
Engagement & Mandate
We were engaged as the Fractional CFO & M&A Finance Lead to prepare the subsidiary for divestiture, guide senior leadership through diligence, and build a finance function capable of meeting private equity standards.
Our Approach
Rather than overwhelm management with process, we delivered what the transaction required most: a defensible valuation model that could support hundreds of millions in underwriting, clean financials, and seamless diligence coordination. We handled technical accounting, advisor alignment, IFRS conversion, PPA, debt pushdown, and implemented reporting and governance frameworks needed for post-close operations—all while keeping the CEO focused on running the business.
Results & Strategic Impact
The few-hundred-million-dollar divestiture closed smoothly with full confidence from the parent company, CEO, and private equity buyer. The business entered PE ownership with institutional-grade reporting, a modernized finance function, and a clear value-creation roadmap. It became the first portfolio company to consistently deliver PE-grade monthly and quarterly reporting on time.
We deliver deal-ready Fractional CFO leadership, manage complex M&A finance workstreams under pressure, and strengthen companies through high-stakes transactions—without needing to detail every step behind the scenes.