I take responsibility when owners, boards and investors need control, pace and measurable impact — in acquisitions, carve-outs, integrations, TSA-dependent transitions and post-closing situations where value must not only be negotiated, but operationally realised.

Not an advisor. Accountable for execution.

CEO · COO · Chief Transformation Officer · Chief Restructuring Officer · Executive Mandates
M&A Execution · Carve-out · PMI · Day-1 Readiness · Standalone Readiness · TSA Exit · Value Capture

I close the gap between transaction logic and operational reality.


Many transactions look compelling on paper. The value gap appears after closing: unclear responsibilities, slow decisions, underestimated standalone costs, IT dependencies, weak integration, prolonged TSAs, customer uncertainty or missing cash transparency.

My mandate starts where classic advisory usually ends: in execution.

I translate the deal thesis into a clear operating model, Day-1 priorities, accountable workstreams and a focused value agenda — so that the transaction becomes operationally controlled, not just contractually completed.

Buy-side carve-outs
Separation from the seller, Day-1 readiness, TSA control and standalone capability.

Post-merger integration
Integration of organisation, leadership, systems, customers and synergies without losing pace.

Add-on integrations
Repeatable integration logic for platform companies and buy-and-build situations.

TSA exit & standalone acceleration
Reduction of dependencies, transition costs and operational risk.

Deal recovery
Reset of business case, governance and value capture when a transaction underdelivers.

Critical Focus Areas.

The work is centred around the few topics that decide whether the deal delivers:

Day-1 Readiness
Customers, cash, payroll, reporting, systems, roles, communication and escalation must work from day one.
What matters is no longer what was planned,
but which measures remain viable under real cash pressure.
Standalone / Integration Model
Clear decisions on what is separated, integrated, rebuilt, retained or temporarily covered through TSAs.
This reveals where liquidity remains operationally tied up
without sufficiently supporting stability,
delivery capability or performance.
Value Capture
Synergies, EBITDA levers, cash effects and growth initiatives are assigned to owners, timelines and measurable outcomes.
External disruption is not merely managed,
but converted into concrete priorities and
steering decisions for the business.
Governance
A transaction needs decision rhythm, transparency and escalation —
not another reporting layer.

Case Insight: When An Aerospace Carve-Out Must Be Led To Closing And Integrated Into the Buyer Group Afterwards.

Aerospace supplier | approx. €70m revenue | 500 employees | carve-out to closing & PMI | Carve-out / PMI Executive

In aerospace carve-outs, risk rarely sits only in the contract. It sits in the operational handover: quality systems, delivery capability, customer approvals, engineering interfaces, ERP access, reporting, supplier control, HR transfers and regulatory-sensitive processes must remain stable at the same time.

An aerospace supplier was separated from an existing corporate group and sold to a strategic buyer. The business had an established market position, demanding technical capabilities and customer-critical operations. At the same time, it was still closely connected to the seller across key functions: finance, IT, HR, procurement, quality processes, reporting, supplier management and parts of customer communication.


The sale was prepared. The operational transition had to be led.

I took responsibility as Carve-out / PMI Executive to steer the carve-out through closing and execute the subsequent integration into the buyer group. Carve-out perimeter, closing readiness, TSA dependencies, finance and reporting capability, employee transfer, system access, customer and supplier handovers and quality-critical processes were tested and managed for Day-1 readiness.

The work focused on five movements: making the carve-out ready for closing, securing critical TSA and system dependencies, making finance and reporting structures transferable, stabilising customer- and quality-critical processes, and executing a 100-day integration plan after closing within the buyer group.


Result:
The carve-out was led to closing in a controlled way. The business remained operational at transition. Critical dependencies, responsibilities and decision paths became visible and manageable. After closing, the integration and value levers were executed within the buyer group along a clear 100-day plan.

A saleable aerospace unit became an integrable business with secured Day 1 readiness, stable customer and quality processes and clear post-transaction governance.

“Transformation becomes real only when someone owns the outcome.”

I step in where complexity, pressure and execution risk converge — in carve-outs, restructurings, ownership transitions and operational transformations.

For more than 20 years, I have led change at the intersection of technology, strategy and execution — as CEO, COO, CRO, board-level leader and executive on mandate.


  • Led complex carve-outs, turnarounds and transitions through critical phases
  • Assumed P&L and transformation responsibility in sizeable industrial businesses
  • Reshaped international multi-site operating structures
  • Led buy-side and sell-side M&A processes
  • Trusted by private equity, corporate groups and family-owned businesses


Since 2019, I have served as an independent executive on mandate — where analysis ends and execution decides, and decisions become structures that endure.

Dr. Alexander Toussaint - Industrial Transformation Executive

Dr. Alexander Toussaint

For mandates, input or an open exchange – I look forward to hearing from you.

Dr. Alexander Toussaint
Industrial Transformation Executive

Executive with a mandate for transformation, M&A and

performance responsibility



Mobile: +49 173 54 88 154
E-Mail: toussaint@at-advisory.de
Web: www.at-advisory.de

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