Patrick Putman’s advice is grounded in hard-won experience: "Involve IT early, plan for every scenario, and never underestimate the human and contractual dimensions of change."
In the high-stakes world of mergers, acquisitions, and carve-outs, Information Technology (IT) is often viewed as a back-office function until it isn’t. Poorly managed IT integration or separation can derail deals, erode value, and expose companies to operational and security risks. Yet, when executed strategically, IT can unlock synergies, accelerate transitions, and safeguard long-term value.
Few understand this dynamic better than Patrick Putman, a Belgian IT leader with three decades of experience in digital transformation and strategic IT leadership.
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At the upcoming 'M&A Summit - A Deep Dive into Exit Readiness and Preparation' on April 2, Patrick Putman will host a break-out session on 'Guiding Tips for Successful IT Separations'. Read more... | Register
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During his tenure as Global Chief Digital and Information Officer (CDIO), Patrick Putman spearheaded Manuchar’s global digitalization strategy, transforming a fragmented IT landscape into a cohesive, business-driven ecosystem. His leadership focused on deeply integrating technology into core operations while maintaining a pragmatic approach: first establishing stability, then driving transformation always with a sharp focus on delivering measurable business value.
In this interview with MandA.be, Putman shares his insights on the critical role of IT in exits and carve-outs.
1. You describe yourself as a ‘transformative CIO’. What does that mean in practice, and what energizes you most in this role?
Patrick Putman: “Transformative CIO’s don’t just maintain the status quo. They push organizations to new levels of maturity and digitalization. My role is to challenge, innovate, and execute, ensuring IT isn’t just a support function but a strategic partner. What energizes me? Seeing a company embrace digital transformation, watching teams grow, and demonstrating the tangible value of technology. A successful IT transformation during an acquisition isn’t just about implementing new systems; it’s about fundamentally changing how a company operates, collaborates, and competes. That’s where the real impact lies."
"A successful IT transformation during an acquisition is about fundamentally changing how a company operates, collaborates, and competes."
2. How has the IT landscape changed over your career, and what challenges remain constant?
Patrick Putman: “Technologically, everything has changed – cloud, AI, cybersecurity – but the core challenges endure. Alignment with business goals, managing change, and balancing innovation with stability are timeless. The difference today is the pace and scale. Companies that once had years to adapt now have months. The risk of falling behind is greater, but so is the opportunity to leapfrog competitors through smart IT investments.”
3. You’ve been nominated for awards like CDO of the Year. What have been the highlights of your IT career?
Patrick Putman: “The highlights aren’t the awards; they’re the moments of real impact. It was about delivering a five-year digital roadmap that transformed how the company operates. In previous roles, it was stabilizing IT environments, cutting costs, and enabling growth. But the most rewarding part? Building teams and showing businesses what’s possible, helping them see digitalization not as a cost but as a competitive advantage.
4. Looking back at your experience over the past five years in IT transformations, what are the key lessons you’ve learned?
Patrick Putman: "The biggest lesson is that transformation is a team sport: you can’t do it alone, and you can’t afford to wait too long to start. Many companies realize too late that change is necessary, and even the best CIO can’t fix everything in just two years. Real transformation takes time, resources, and persistence, and it doesn’t happen in a straight line. It comes in waves, each requiring energy, leadership, and a clear vision to keep moving forward.
Another critical insight is that stability isn’t the enemy of innovation, but the foundation. Without a solid base, you create chaos, not progress. I learned that getting the basics right first is essential before layering innovation on top. That balance between stability and forward momentum is what ultimately drives success."
"Stability isn’t the enemy of innovation, but the foundation. Without a solid base, you create chaos, not progress."
5. Why is IT so critical in exits or carve-outs, and why is it often underestimated?
Patrick Putman: “IT is the backbone of any deal, yet it’s often treated as an afterthought. In a merger, you must decide early: Will you integrate the acquired company for efficiency, or manage it at arm’s length? Each path has massive IT implications. For carve-outs, the stakes are even higher. If IT isn’t involved from the start, you risk a messy, costly separation.
The worst scenario? Fully integrating a company, only to decide later to sell it off. Technically, disentangling systems can take years. Contracts, licenses, and security must all be addressed upfront. Too often, companies focus on the deal price and leave IT to figure it out later. That’s a recipe for disaster.”
6. What is often underestimated in IT during an exit preparation?
Patrick Putman: “Three things: contracts, security, and timing.
First, contracts. Large enterprise agreements are based on volume, say, 2,000 users. But if you carve out 200 users, you suddenly fall under a different contract type, often at a higher cost. Vendors won’t adjust terms overnight, so you need to negotiate early.
Second, security. During a carve-out, the transition period is vulnerable. Cybercriminals exploit these gaps. You must isolate systems, secure data, and ensure the sold entity doesn’t become a backdoor into your network.
Third, timing. IT separation isn’t something you can rush. If you wait until the deal is signed to start planning, you’re already behind. Consider it as performing open heart surgery while running a marathon.”
7. When should IT ideally be involved in an acquisition?
Patrick Putman: “From day one. I want to be involved as soon as the idea is mature enough to discuss. Why? Because IT shapes the feasibility of the deal. We’d map out scenarios: full integration, partial integration, or standalone and design the IT architecture accordingly. If you bring IT in late, you lose the ability to influence the outcome. You’re reacting, not leading.”
"I want to be involved as soon as an acquisition idea is mature enough to discuss. If you bring IT in late, you lose the ability to influence the outcome."
8. You’ve mentioned ‘silent value destruction’ in IT decisions during M&A. Can you give examples?
Patrick Putman: “Absolutely. One classic example is ending up with duplicate systems. Suppose Company A uses Google Workspace and Company B uses Microsoft 365. Post-merger, you now have two collaboration environments that don’t talk to each other. Communication breaks down, efficiency plummets, and the promised synergies vanish.
Another example: ERP systems. If you acquire a company with its own ERP, but you force it into your existing system without considering business differences, you create friction. I’ve seen cases where companies added dozens of administrative staff just to bridge the gap between mismatched processes. That’s not synergy, that’s value destruction.
The key? Only integrate what makes business sense. Don’t consolidate for consolidation’s sake.”
9. What are the key steps in the first 100 days of an IT separation during a carve-out?
Patrick Putman: “The first 100 days are critical. Here’s how to approach it:
Day 1: Isolate and notify. Immediately inform all stakeholders: vendors, partners, employees. Legally separate users and systems to prevent unauthorized access.
First 30 days: Secure the perimeter. Reconfigure networks, cut off access to the parent company’s systems, and ensure the carved-out entity operates independently. This is also when you reinstall machines; you can’t just hand over laptops with old configurations; it’s a security risk.
Next 60 days: Data and systems transition. Decide what happens to shared data: ERP, CRM, HR files. Do you migrate it, archive it, or delete it? Ensure the sold entity only gets what it’s entitled to. Cybersecurity is non-negotiable; clarify responsibilities to avoid cross-contamination.
Ongoing: Governance and change management. Establish new governance principles, communicate changes clearly, and support employees through the transition. The goal is a clean break with minimal disruption.”
10. What distinguishes companies that handle IT separations well? Is it technology, leadership, or governance?
Patrick Putman: “It’s all three, but leadership is the differentiator. The best companies I’ve seen approach IT separations with radical clarity and resources. They budget for IT integration upfront, assign the right people, and execute decisively. Within three to six months, the separation is complete, and the businesses operate independently.
The worst cases? When companies underestimate the effort, treating IT as an afterthought, leaving local teams to figure it out with limited budgets. That’s when you see talent drain, operational chaos, and lost value.
One extreme example: A company I worked with terminated all leasing contracts and activated new ones the day the deal closed. Radical? Yes. Effective? Absolutely. They had a strategy, the resources, and the discipline to execute.”
Final thoughts: The IT imperative in M&A
For Patrick Putman, the message is clear: IT isn’t just a technical challenge in M&A, it’s a strategic one. Success hinges on early involvement, rigorous planning, and balancing speed with stability. Companies that treat IT as an afterthought risk not just operational hiccups, but permanent value destruction.
His parting advice? "Prepare for every scenario possible, invest in the right resources, and never lose sight of the human element. Technology is the enabler, but people and leadership make the difference."
Patrick Putman: A transformative CIO
Patrick Putman is a transformative CIO, a leader who sees technology not as an end in itself but as a catalyst for organizational progress. With 20 years in business and over 10 in IT, he has built a career on bridging the gap between technology and strategy, ensuring IT is a driver, not just a supporter, of business growth.
Lately, Putman led a five-year digital transformation, centralizing IT, rationalizing systems, and embedding digital collaboration into the company’s DNA. His philosophy is simple: IT must have a seat at the table, shaping decisions from the outset. Yet, he cautions against chasing innovation at the expense of stability, especially in complex, global environments.
For Putman, success lies in preparation, clarity, and execution – whether integrating a new acquisition or carving out a business unit.
READ ALSO: AI in M&A: From 'efficiency toy' to game-changer – Insights from Belgium’s top dealmakers
