Rami Cassis on

Corporate carve-outs

Buying non-core and underperforming divisions from corporate owners, with certainty of funds and a clean separation.

3 newsletters, 2 videos, 6 in the media. Updated 28 Oct 2026

Rami's approach

What I do

I buy non-core divisions from corporate owners and run them as standalone businesses, investing my own capital through Parabellum Investments. I take controlling stakes, and I have done this across technology, pharma and life sciences, oil and gas, mining and financial services. Before signature I plan the separation with the seller, including the transition services the division needs while it stands on its own. I set out a day-one plan for leadership, customers and staff. From completion the work is operational, and the first 30 days settle what changes, what is left alone and who runs it.

How I work

My work as a corporate carve-out expert begins with certainty. The capital is mine, there is no fund and no investment committee, and the principal who decides is the principal who signs. The judgement the work turns on is what the divisional accounts cannot show, so I read the clients and the past clients, the junior as well as the senior talent, the culture, the workflows and the product-market fit. I do that myself, in the business, alongside the chief executive rather than at a distance from them. Bottlenecks look much the same across sectors even when the technical detail does not.

When to bring me in

Bring in a corporate carve-out expert when a parent is rationalising its portfolio, when a division no longer fits the group strategy, or when a sale has to close cleanly and without disruption to customers and staff. I have bought disposals of this kind since 2007, when the first one I acquired was losing cash and was back in growth within twelve months. The earlier I am in the conversation, the more of the separation can be planned with you rather than inherited.

Questions about corporate carve-outs

What does Rami actually do on corporate carve-outs?
Rami Cassis buys non-core and underperforming divisions out of corporate groups through Parabellum Investments, his family office, taking controlling stakes and funding the purchase with his own capital rather than a fund's. He has been doing this since 2007, across technology, pharma and life sciences, oil and gas, mining and financial services. After completion he works inside the business alongside the chief executive rather than appointing one and standing back.
How quickly does working with Rami on a carve-out show anything?
The decisive work happens in the first 30 days, and Rami Cassis follows a blueprint of that name setting out what to assess, what to change and what to leave alone in the opening month. That means getting to know the business, overhauling culture and laying the foundations for growth, rather than spending six to twelve months designing a plan first. Rami Cassis publishes the sequence in his First 30 Days newsletter.
How does Rami judge whether a carve-out has worked?
Rami Cassis judges a carve-out on whether the separated business returns to growth in months rather than years. His first acquisition, a corporate disposal haemorrhaging cash when he bought it in 2007, was back in growth within twelve months of takeover and became a leader in its BPO segment. Beyond the profit and loss account he reads client and past-client relationships, junior and senior talent, culture, workflows and product-market fit.
How is Rami different from a private equity buyer taking on the same division?
Rami Cassis operates as an operator-investor rather than a detached financial sponsor, staying in the weeds on clients, culture, talent and workflows with the chief executive instead of granting total autonomy and monitoring from a board seat. He regards backing a CEO and getting out of the way as a mistake, particularly in lower mid-market and mid-market businesses, where talent is thinner and processes less mature than in corporates. Hands-on is not micromanaging.
When should a seller bring Rami in, and when is he the wrong buyer?
Heads of corporate carve-outs and non-core assets approach Rami Cassis when a division needs a buyer with certainty of funds and no investment committee to wait on, since he invests solely his own capital through Parabellum Investments. He is the wrong buyer where the parent wants to retain control, or wants a passive backer who stays out of operations, because Rami Cassis takes controlling stakes and works inside the business.

Get in touch

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