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Position Title:

Director, M&A Separations & Execution Assignment Duration:

06 months

Work Location:

Deerfield, IL 60015 Position Summary The Director, M&A Separations & Execution is responsible for planning and executing complex divestitures, carve-outs, asset sales and other portfolio transactions from initial planning through Day 1 and post-close separation. The role translates transaction strategy into practical operating plans across business operations and corporate functions. Working with Strategy & Corporate Development, Finance, Legal, IT, HR, Supply Chain, Manufacturing, Quality, Regulatory, Commercial and other functional leaders, the Director will help shape and run the Separation Management Office (SMO), work closely with business leads to identify critical separation requirements, define interim operating models, establish and manage Transition Service Agreements (TSAs), prepare the organization for Day 1 and drive progress toward the intended end state. This is a hands-on individual contributor role with no direct reports, who will be working directly with the VP of Strategy & Corporate Development as part of our Separation Management Office. The successful candidate must be equally comfortable advising senior executives, facilitating cross-functional meetings and workshops with a plurality of stakeholders, interacting with third parties managing a transaction's master plan, anticipating and facilitating the resolution of cross functional dependencies, managing the overall deal governance and deliverables required to move a transaction forward. Key Responsibilities M&A Separation Strategy & Planning Lead operational separation planning for divestitures, carve-outs, asset sales and other portfolio transactions from pre-sign through close and post-close. Translate transaction strategy and deal requirements into integrated separation plans, workstreams, milestones, dependencies and decision points. Conduct operational carve-out assessments across business processes, technology, legal entities, people, regulatory requirements, manufacturing, supply chain and commercial operations. Identify separation complexity, stranded-cost considerations, operational risks and resource requirements early enough to inform transaction decisions. Establish governance, decision rights, issue escalation processes and execution cadences appropriate to each transaction. Sell-Side Transaction Execution Serve as an operational lead on sell-side M&A transactions, partnering with Corporate Development, functional leaders, external advisors and transaction counterparties. Support operational diligence and buyer requests, including identification and resolution of separation dependencies. Translate deal terms and transaction assumptions into actionable operating requirements. Partner with Legal and Corporate Development on operational inputs to transaction documents, schedules and separation agreements. Lead sign-to-close readiness and coordinate execution priorities across functional workstreams. Day 1 & Separation Execution Develop and manage the overall SMO plan and deal timeline, oversee the development of functional separation plans by business teams covering signing, closing, Day 1 and the post-close transition. Establish Day 1 readiness criteria, lead cross-functional assessments and resolve material gaps. Oversee development of functional cutover plans and coordinate activities required to maintain operational continuity at close. Monitor post-close execution and drive progress toward the defined end state. Create dashboards and executive reporting that clearly communicate progress, risks, dependencies and decisions. Transition Service Agreements Lead the operational development and implementation of TSAs required to enable a successful separation. Partner with functional owners and Legal to define TSA scope, service requirements, duration, service levels, costs, dependencies and exit requirements. Establish TSA governance and performance monitoring following close. Build TSA exit plans from the outset, identify barriers to exit and drive mitigation actions with accountable functional owners. Monitor TSA performance, costs and exit milestones and escalate issues requiring senior-level decisions. Interim & End-State Operating Models Design interim operating models that maintain business continuity following an asset sale, carve-out or other separation. Define how critical processes, services, systems, resources and decision rights will operate between Day 1 and the targeted end state. Determine with functional leaders which capabilities transfer, remain with , operate temporarily through TSAs or require alternative solutions. Develop transition roadmaps from the interim environment to a sustainable standalone or buyer-owned model. Pressure-test operating-model assumptions against timing, organizational capacity, cost and execution risk. Cross-Functional Leadership, Risk & Communication Lead complex separation work