Your deal, sorted on the IT side, before completion day arrives.
Acquisitions, carve-outs, office moves and the IT side of TUPE, landed on the completion date. We tell you what the target's systems actually hold, then join two environments or split one without breaking what has to keep running. Bring us in while the terms are still being drafted, and you will know what the IT will cost before you sign for it.
By the time the deal is announced, the IT side usually has far less runway than the lawyers assumed.
The terms get agreed and the completion date is fixed, and only then does someone ask how two directories are meant to become one. Bring the right infrastructure people in while the transaction is still moving, and the IT no longer threatens the completion date or the budget.
M&A, carve-outs and TUPE, handled by one experienced team.
M&A integration
Two tenants, two directories and two sets of licences that have to behave as one company. We find the dependencies nobody listed, move identities tenant to tenant in an order that puts the right people in front of a working login first, and reconcile the licensing before a renewal commits you to the wrong arrangement.
Office moves and consolidations
A new head office, a site closing, a regulated team relocating. Circuits, meeting-room kit, print and the access that follows the people rather than the building. We plan the cutover so that on the first morning in the new office, people can sit down and work.
Divestitures and carve-outs
A business unit leaving, usually on a transitional services agreement that runs out on a fixed date. We split the data cleanly, pull access without breaking anything that stays, and close the directory trusts on the agreed day, so nothing in the part that left can still reach back into yours.
What keeps running while the deal lands.
How smoothly a completion goes is decided in the planning, well before the cutover. We run the old and new environments side by side long enough to watch them behave, and set the cutover windows around the dates the business actually has to hit.
People hear what is changing a week ahead, not on the morning it happens. We test mail with real messages on both sides first, so a client's attachment does not bounce during the changeover.
If something goes wrong, the way back is already rehearsed against a real failure, written into the runbook with the people who would act on it and the point past which the call can no longer be made.
What stays up on the day
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Mail flowing on both sides.Mail to the old environment keeps arriving through the changeover, forwarded or coexisting. We prove that works before anyone depends on it.
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Access for whoever has to work first.Finance, payroll and anyone on a regulatory deadline move on the schedule we agree with you, so they have a working laptop and a working login before the rest of the business walks in.
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A support desk that knows what is happening.Both sides know what is in flight, what to escalate and to whom, with cover agreed before the window opens and a clear stand-down once it closes.
The situations we are most often called in for.
Tell us which one is yours, and the senior engineer walks you through how it runs on the first call.
We're buying a business and taking on its systems.
We look over the target's systems in the days after exchange, map what connects to what, and write an integration plan with the migration order agreed before a single mailbox moves. The result is no surprises on completion day and no licences renewing into the wrong company.
We're being acquired and need a clean handover.
The buyer's IT team will want an inventory that holds up, credentials handed over properly rather than shared passwords sitting in someone's personal vault, and systems the new owner can take on without inheriting a year of cleanup. We act on your side and produce what their due diligence will reasonably ask for.
We're moving offices and everyone needs to work the next morning.
Circuits ordered against the date the building opens, meeting-room kit set up and tested ahead of time, print and file services moved in the right order, and a clear running order so the first people in find their kit waiting and their login working.
Staff are transferring under TUPE and need access on day one.
Transferring staff arrive with a working account and the files they are entitled to, and nothing they are not, on the day the transfer completes. We turn the HR and legal position into a permissions model that holds up, rather than a list of exceptions that is out of date within a quarter.
A review of the IT side, timed to the deal you're in.
A senior engineer on the IT side of your deal from the week the terms are agreed.
We work through both environments, map what connects to what, and write the integration or separation plan with the cutover set against the completion dates. The identity move is planned, mail is designed to stay up, the licensing is reconciled, and the rollback is named before anything starts. From there you choose how to proceed: an engineer who stays with you, the whole transition run on your behalf, a fixed-fee piece of work, or support on a single task.
- Duration
- Set against the deal and the systems on both sides, agreed with you up front.
- Deliverables
- A written integration or separation plan, the dependency map, the cutover runbook and the rollback plan, in a form the board and the lawyers can both use.
- Continuity
- The engineer who writes the plan runs the work it prepares for, so the people on completion day are the ones who planned it.
Mergers and moves change who can access what. Factor1's assessment reviews identity and access while everything is in motion.
The transition is one piece. We look after the whole.
Under one agreement, the estate is watched, maintained and documented as a single thing, by the team behind this page.
…and everything between.
Tell us the dates you're working to. We'll tell you what the IT side requires.
The acquisition with a completion date pencilled in. The office that has to open on the Monday after a bank holiday. The divestiture with a transitional services agreement counting down. Your first conversation is with the senior engineer who would run it, and you come away with a clear view of what the IT side requires.
