$11B Divestiture
Global Healthcare & Pharmaceutical Distributor
Designed and implemented end-to-end operating models and governance frameworks for an $11B business unit divestiture under an accelerated timeline.
The Business Problem
An $11B business unit was being divested under a compressed regulatory timeline. The divesting entity would eventually need to stand up an entirely new, independent contact center — people, processes, and technology — while continuing to handle a high volume of customer contacts without disruption. Before that build could begin, they needed a blueprint: a clear operating model, technology strategy, and organizational design that could guide the transition without guesswork or rework.
The Approach
As part of a broader team, my primary role was helping the client envision a future-state contact center that went beyond a simple lift-and-shift from the parent organization. Across people, process, and technology, I facilitated the work of defining a north star — what the standalone service organization should look like, not just what it had inherited. I drove executive alignment across leadership stakeholders so the new operating model had clear direction and buy-in from the start, enabling the team to build with conviction rather than compromise.
The Journey
Weeks 1–2
Discovery & Current-State Assessment
Conducted discovery workshops with cross-functional stakeholders to map the inherited operating model — understanding people, processes, and technology dependencies on the parent organization.
Weeks 3–4
North Star & Future-State Visioning
Facilitated visioning workshops to define what the standalone contact center should become — not a lift-and-shift, but a purpose-built service organization with a clear north star.
Weeks 5–6
Operational & Technology Assessment
Assessed current operational workflows and technology infrastructure to identify gaps, redundancies, and requirements for the new standalone environment.
Weeks 7–8
Technical Requirements & Solution Design
Translated assessment findings into detailed technical requirements across contact center platforms, integrations, and supporting systems needed for day-one readiness.
Weeks 9–10
Executive Alignment & Governance
Drove executive alignment across leadership stakeholders on the target operating model, decision rights, and governance frameworks to ensure the new organization launched with clear direction and buy-in.
Weeks 11–12
Transition Roadmap & Delivery
Synthesized all workstreams into a phased transition roadmap with milestones, dependencies, and risk mitigation strategies — delivering the final playbook to the executive team.
The Outcome
$11B — Independent service organization launched on schedule
The independent service organization launched on schedule, fully operational from day one. The operating model and governance frameworks built during the engagement became the foundation for the new entity's customer operations, enabling a clean separation without service disruption to customers during the transition.