Carve-Out Stranded-Cost Exit Leader

The mandate

Following sale of a division, the retained group continues to carry corporate teams, software contracts, offices and shared-service capacity sized for the former perimeter. Transition-service revenue temporarily offsets expense and has allowed executives to postpone structural decisions. The stranded-cost leader was removed when the first forecast after separation showed the promised margin recovery slipping by more than a year.

The interim must establish onsite Istanbul leadership within two weeks and lead for fourteen months through major TSA exits and the next budget cycle. Recruitment for a permanent portfolio-cost executive begins after ninety percent of material stranded cost has an executed disposition, expected in month eight. The successor will lead the final budget challenge and two contested capacity decisions during six weeks of overlap.

Handover requires every stranded item to have source, amount, capacity driver, retained demand, TSA relation, contractual constraint, accountable executive and executed remove, redeploy, renegotiate or retain decision. Benefits must reconcile to ledger and workforce or contract evidence. The successor inherits delayed actions, exit dependencies, one-time cost, service risks and remaining buyer commitments.

The interim may reject unsupported savings, freeze replacement hiring in affected functions, consolidate demand, terminate contracts within delegated terms and commit up to TRY 3.5 billion from the approved separation plan. Collective consultation, individual employment decisions, property disposal, new outsourcing, tax positions and changes above limits require existing authorities. Functional leaders remain accountable for service continuity.

Business pricing, factory footprint, buyer integration, enterprise strategy and cost programmes unrelated to the divested perimeter are outside scope. The seat owns stranded-cost evidence, TSA-to-capacity linkage, decision governance, ledger realisation, retained-service risk and succession. It cannot count vacancy, deferred maintenance or buyer-funded temporary work as permanent cost removal.

Why this seat is open

The forecast miss exposed a separation case supported by temporary income rather than executed cost decisions, followed by leader removal. Functional executives defend capacity and the buyer prioritises TSA continuity. Temporary cost authority can force evidence-based dispositions through real exits and a budget cycle.

What you will own

• Rebuild the stranded-cost baseline across people, contracts, facilities, systems, licences, advisers and shared services.
• Link each item to divested demand, retained requirement, TSA volume, contractual constraint and actual capacity.
• Define remove, redeploy, renegotiate, consolidate or deliberately retain actions with complete cost and service consequence.
• Separate recurring removal from TSA income, vacancy, deferred spend, allocation shift and temporary under-recovery.
• Command functional challenges and funding decisions when executives resist capacity release or overstate retained demand.
• Reconcile realised benefit to payroll, invoice, lease, system and ledger evidence through the budget cycle.
• Transfer action dossiers, TSA dependencies, service risks, one-time costs and remaining decisions through successor-led reviews.

Candidate qualifications

• Held executive finance authority for stranded-cost removal after a large divestment or corporate separation.
• Linked transition-service exits to people, contracts, systems, facilities and shared-service capacity decisions.
• Rejected savings based on allocation movement, temporary revenue, vacancy or deferred operational need.
• Executed difficult functional cost choices while protecting retained-business service and buyer commitments.
• Reconciled promised benefit to payroll, contract and ledger evidence through a full budget cycle.
• Handed a residual cost portfolio to permanent leadership with transparent service risk, named dependencies and executable actions.

Non-negotiables

• Can start onsite in Istanbul within two weeks and travel monthly to shared-service and retained sites.
• Will accept exclusive executive accountability and continuous escalation for divestment-related stranded cost.
• Brings executed post-carve-out cost removal through TSA exit; synergy modelling alone is insufficient.
• Must disclose seller, buyer, outsourcing, property, technology, employee-representation and adviser relationships.

1. 49 words maximum. Describe a stranded-cost claim you rejected because temporary TSA income concealed retained capacity.
2. 49 words maximum. Which evidence proves a corporate service cost is removed rather than reallocated?
3. 49 words maximum. State your Istanbul availability and the largest stranded-cost portfolio you directly governed.