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A divestment is the opposite of an investment. At times, a company may want to sell a business or division to focus more closely on its core operations.

Sometimes companies have business segments that, for whatever reason, just don’t function within their larger corporate structure. Despite this, executives are often reluctant to sell these businesses. They worry about the loss of earnings resulting from divesting or that the carve-out will create chaos that effects the portions of their business that are performing well.

When it comes to divestiture, Capstone can provide consulting and advisory services to make that portion of your business you wish to divest as attractive as possible to potential buyers, to identify those potential buyers for you, and help you negotiate the transaction. The Growth Engineers will work with you to address your concerns throughout the complicated carve-out process as well as taking the appropriate steps needed to keep your remaining business on a secure footing.

Benefit from our experience. Adopt the Capstone Roadmap to Acquisitions℠.

  • Phase I: Build the Foundation

    Take your bearings, conduct a reality check on your current business situation, and establish a viable strategy for growth.

    Know your CORE competency. Consider your business culture and how to share risk tolerance with a potential acquisition.

    DEFINE your growth strategy. Consider acquisitions in the context of your strategic growth plan.

    Have ONE reason to purchase a company. More than one reason leads to unclear decision making.

    Acquisition is a COLLABORATIVE effort. Build a multi-functional Team from the ranks of your company and outside experts.

    DEFINE the market in which you will conduct research and ensure a stable demand for products and services.

  • Phase II: Build the Relationship

    Research prospective partners, make initial overtures, and develop a dialogue of trust. Every company is for sale.

    Conduct company searches using a STRUCTURED process and OBJECTIVE tools. Integration planning begins now.

    Now arrives a critical moment in the ROADMAP process. It is time for your Team to apply their exhaustive planning and research.

    Building TRUST between the buyer and seller and early face-to-face meetings are critical, as well as, rich in opportunities and insights.

    Determine the strategic fit and ONE reason objective of the prospect and calculate the company's financial worth.

    Stay FOCUSED on your desired strategic outcome while considering the seller's corporate and personal priorities.

  • Phase III: Build the Deal

    Compile the nitty-gritty of due diligence, deal structure, closing the transaction and integrating the entities.

    ESTABLISH the non-binding elements of the acquisition and provide a pre-LOI to address any miscommunications or misunderstandings.

    This should CONFIRM your research rather than inform, and CONFIRM your criteria-driven image of the prospective company for purchase.

    ESTABLISHES in a written document the Legal Structure, Financials and other important issues to support the purchase of the company.

    EXECUTION of the elements of integration will reflect your strategic choice to plan for and purchase the right company.