Consulting / Advisory
White-label IT diligence, value-creation planning, carve-outs & integrations — built for PE & advisory teams.
View Consulting CVPrivate Equity Technology Leader
I help private equity funds and portfolio companies reduce deal risk and accelerate value creation through IT due diligence, Day-1 readiness, carve-outs, integrations, and post-close execution.
I operate at the intersection of technology, finance, and transactions, translating technical complexity into clear, decision-ready insight for deal teams and Boards — then owning delivery to protect value and stabilise operations post-close.
- San Francisco, USA · UK national
- Current: Senior Director, Technology Transformation — FTI Consulting
- Email: jamal@sheikhly.co.uk
- LinkedIn: linkedin.com/in/jamalalsheikhly
📊 50+ Programmes
IT DD, carve-outs, integrations, ERP and data initiatives delivered.
⏳ 12+ Years
Experience delivering technology outcomes across UK, Europe & North America.
🤝 PE & Portfolio
Deal-side and post-close execution with investor-grade governance.
🧭 Day-1 Readiness
Structured planning and stabilisation to protect operations at close.
💰 Value Creation
Cost, vendor and operating-model levers to improve run-rate economics.
🔒 Cyber & Risk
Board-ready risk assessment, remediation and audit preparation.
Experience
Senior Director, Technology Transformation — FTI Consulting
2021 – Present
- Led 20+ IT due diligence / reverse DD / sell-side DD engagements, translating IT risk into deal-ready insight.
- Owned end-to-end carve-out and integration execution (Day-1 planning, TSA strategy, stabilisation) with zero critical Day-1 incidents.
Director, Technology Transformation — FTI Consulting
2017 – 2021
- Delivered pre-deal assessments, separation planning and integration roadmaps across UK & Europe.
- Delivered $10m+ annualised savings via vendor rationalisation, system consolidation and operating-model redesign.
Assistant Manager — Deloitte UK (Banking & Capital Markets)
2015 – 2017
- Analytics and modelling for financial clients; improved data quality and audit efficiency through practical tooling.
- Partnered with stakeholders across risk, finance and IT to operationalise decision-ready insights.
Data & Insight Analyst — Capita
2012 – 2015
- Designed and implemented a statistically robust RCT supporting national-scale programme decision-making.
- Built KPI frameworks and reporting to support senior leadership and operational improvement.
Role-Based CVs
Explore tailored versions of my experience for different audiences.
Interim / Fractional CIO
Separation leadership, modernisation, cyber uplift, and IT cost optimisation for PE-backed businesses.
View CIO CVIT Due Diligence & M&A
Red flags, quantified risks, TSA sizing, and Day-1/Day-100 plans that inform valuation and post-close execution.
View M&A CVProblems I Solve
Carve-Out Chaos
Separation looming with unclear TSA scope? I design and govern clean transitions, ensuring Day-1 stability and early TSA exits.
Integration Overload
Multiple acquisitions straining IT? I build pragmatic integration roadmaps that capture synergies without breaking operations.
Uncontrolled IT Run-Rate
No clear IT P&L? I create transparency and control, often finding double-digit savings while maintaining service levels.
Cyber & Audit Pressure
Regulatory scrutiny or ransomware risk? I baseline controls, remediate quickly, and provide Board-ready reporting.
Case Studies
Carve-Out
Global Manufacturing — Carve-Out & TSA Exit
Context: Separation of a multi-country division under tight deadlines.
What I did: Built the Day-1 blueprint, designed TSA catalogue and glidepath, ran readiness drills, and managed vendor novation.
Impact: Achieved a clean Day-1 with zero critical incidents and accelerated TSA exit by two months.
Integration
Healthcare — Multi-Entity Integration
Context: Multiple acquired businesses needed to be unified into a single operating model.
What I did: Designed integration roadmap, harmonised applications and infrastructure, and aligned operating processes across entities.
Impact: Delivered synergy realisation of 15% opex savings while maintaining service continuity.
IT Due Diligence
Private Equity — Buy-Side IT DD
Context: Sponsor needed clarity on IT risks and investment requirements pre-close.
What I did: Conducted rapid assessment of IT stack, vendors, scalability, and cyber exposure. Quantified remediation and growth investment required.
Impact: Provided $50M risk-adjusted view that informed valuation and bid strategy.
Cyber
Financial Services — Cyber Uplift
Context: Business faced heightened audit and regulatory pressure after a merger.
What I did: Introduced MFA, refreshed incident response, implemented controls baseline, and delivered board-ready reporting.
Impact: Achieved first-time regulatory audit pass and materially reduced ransomware risk.
ERP
Industrial — Global ERP Migration
Context: Large-scale migration of ERP to cloud platform during ongoing carve-out.
What I did: Ran program governance, cutover planning, and hypercare, ensuring finance and operations stability.
Impact: Protected month-end close and stabilised order-to-cash in under three weeks.
Data
Energy — Executive Analytics Platform
Context: Leadership lacked unified KPIs and relied on siloed reporting.
What I did: Designed and delivered a modern BI stack with executive dashboards tailored to deal KPIs and board needs.
Impact: Cut time-to-insight by 35% and gave board real-time visibility into performance.
Insights
IT Due Diligence: Beyond the Checklist
In M&A, IT DD isn’t just ticking boxes. It’s about quantifying hidden risks and value blockers.
- Uncover under-invested infrastructure inflating TSA costs.
- Identify vendor lock-ins and licensing cliffs.
- Stress-test scalability vs. the growth thesis.
- Surface cyber debt that can derail exits.
Value: Protects valuation and informs bids with risk-adjusted numbers.
Carve-Outs Without Chaos
Most carve-outs leak value. A structured approach preserves stability and accelerates separation.
- Day-1 playbooks that secure identity, comms, payroll and access.
- Clear TSA catalogue with cost transparency and exit glidepath.
- Sequenced separation to avoid cliff-edges.
Result: Smooth separation, early TSA exit, preserved confidence.
Value Creation Through Technology
Transformation is about ROI, not buzzwords. PE-backed firms need pragmatic roadmaps.
- Invest where technology drives EBITDA and scalability.
- Rationalise vendors and consolidate spend.
- Modernise data for KPI visibility and Board reporting.
- Balance innovation with resilience: cloud, security, automation.
Outcome: Improved margins, visibility, and readiness for the next deal cycle.
Contact
I’m relocating to London (May/June 2026) and open to in-house PE / portfolio leadership roles and select interim assignments.
Email: jamal@sheikhly.co.uk