Custom brief
Carve-out sequencing as a reconstruction problem
Selling a line, a brand, or a JV interest is often announced as strategy. Inside the group it is a claims and cash problem. This page is how Panel FlowHub treats it.
What we refuse to skip
Shared warehouses look efficient until a buyer’s auditor asks whose inventory is whose. Shared ERPs look cheap until payroll for the remaining group cannot run. Shared guarantees look like family loyalty until a bank treats the remaining group as still on the hook. Corporate restructuring consulting that ignores those three items is just a teaser book.
The order we prefer
First, lock a cash map that survives the sale date plus thirty days. Second, list every consent: landlords, banks, customers with change-of-control clauses, and any government filing that Taiwan actually requires for that asset class. Third, decide which people move, which stay, and who holds the passwords on night zero. Fourth, write the transitional services as a priced list, not a handshake.
We teach this order in the briefing series and we staff it on mandates. If you only need the teaching, start at programs. If a buyer is already in the building, write to the studio and say so.
A limitation we state early
We do not draft sale agreements. We will sit with your counsel and mark the schedules that usually hide stranded costs. If counsel is not appointed, we will wait. That delay has saved more value than any extra week of our own slides.