M&A Science
Why Integrations Break: TSAs, Carve-Outs, and the Hidden Dependencies That Derail M&A Deals with Donara Jaghinyan
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Donara Jaghinyan – Transformation and Integration Leader
"Usually what happens with TSAs is lots of extensions where companies lose time and money." Donara Jaghinyan has run carve-outs, TSA exits, and integration management offices across healthcare, SaaS, and financial services. Her rule: treat every TSA as a project with a start, a scope, and a hard end date.
She walks through a deal where one buyer carved out two business units at once, with HR, finance, and technology TSAs that depended on each other. She also covers why you can't just promote a PM into an IMO role, why integration belongs at the table around LOI, and what day one controls, 30-day discovery, and steering committee governance look like in practice.
Donara points to the close as the moment where "most of the information gets lost" between the diligence team and the people running integration. DealRoom Integration keeps that handoff intact: diligence findings carry into integration worklists, and when the close date moves, every dependent task re-plans at once. See how it works: click here.