How to carve out and sell a non-core business — with clarity, control, and continuity.
- A healthcare provider decided to divest a business unit that no longer aligned with its core strategy
- Tristan led the full carve-out and sales process — from disentanglement to buyer negotiations
- We analyzed the client base, service footprint, contract structures, and operational dependencies
- We created a standalone proposition, investor materials, and a clean due diligence process
- The result: a smooth transaction to the right buyer — with continuity for patients, partners, and staff
Sometimes, it’s clear. A business unit no longer fits your core mission. But that doesn’t mean you can just cut it loose. Especially not when the unit is regulated, embedded in care delivery, contractually bound to partners — and technically integrated with your primary systems.
That was the case for a Dutch healthcare institution. One of its business units — a specialized institutional pharmacy — had served its purpose. It was time for a new chapter. Not because it underperformed, but because it no longer aligned with the strategic direction.
Tristan Arkesteijn, consultant at Het Strategiekantoor, was brought in to lead the full process: carve-out, information memorandum, due diligence coordination, and negotiations. What followed was a controlled and decisive divestment — with full transparency and zero disruption.
Challenge.
A well-run business unit. But no longer a strategic fit. That was the starting point for this divestment. Years earlier, the healthcare provider had developed an institutional pharmacy to serve a specific patient group within its own care system. But the strategic context had shifted. The pharmacy was no longer essential to the future model — not in focus, not in scale, and not in function.
A sale made strategic sense. But operationally, it wasn’t that simple.
The unit was tightly embedded in the organization’s infrastructure:
- Shared employees and HR structures
- Active care contracts and delivery obligations
- Connected IT systems and compliance flows
- Interlinked patient processes and records
Add to that a regulated environment — and it was clear: the sale had to be handled with care.
Approach.
Tristan Arkesteijn took the lead — managing the entire transaction end-to-end.
He began by mapping the strategic and operational essentials:
- What is the service footprint, and who are the customers?
- What contracts, liabilities, and service levels are in place?
- How independent is the business today — and how independent must it become?
- What legal, financial, and operational structure would make a sale viable?
From there, we structured the carve-out plan. This included:
- Building a standalone financial model
- Designing an operational blueprint for post-sale independence
- Preparing an information memorandum and buyer profile
- Setting up a virtual data room and DD documentation
- Coordinating the Q&A and managing buyer interactions
Supporting negotiations through to signing
Tristan worked closely with finance, legal, care operations, and external advisors — translating complexity into clarity and guiding both seller and buyers through the process.
Impact.
In just a few months, the divestment package was complete.
The carve-out was designed and executed with zero disruption.
Staff were informed and involved.
Care partners and insurers were aligned.
Buyers had a clean, structured process — with the information they needed and none of the noise.
The result:
A carefully prepared sale that could go live from day one
Continuity of service, contracts, and care delivery
Internal and external support across stakeholders
A buyer who fit — culturally, operationally, and strategically
The seller regained focus. The unit gained room to grow under new ownership. And the entire deal was delivered with the sharp execution, discretion, and calm precision Het Strategiekantoor is known for.
Unlike larger firms, we don’t hand off execution or disappear after the slides are done. At Het Strategiekantoor, the people you start with are the people who see it through. No layers of overhead. No “handover fatigue.” Just a compact, senior team that stays hands-on — all the way to the deal.
That’s our model. We bring the strategic sharpness of a top-tier firm — and combine it with the agility, pragmatism, and continuity that complex carve-outs demand. Because in deals like this, execution is everything.
And that’s where we show up strongest.