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A clear technology view before the deal. Ownership of what follows.
Technology due-diligence findings, investment needs and an integration or separation plan for family offices, PE firms and acquiring businesses.
See how we work- BeforeAssess the position
- At completionProtect continuity
- AfterIntegrate or separate
Know the implications before you commit.
A transaction creates different technology questions at different stages. We connect the assessment of a business with the practical work needed to protect continuity, integrate or separate operations, and establish leadership after completion.
When this helps
You need to understand a target, protect the transition or establish technology leadership in a portfolio business.
What we cover.
- Before the deal
- Technology diligence, capability, dependencies and investment implications.
- During the deal
- Transition priorities, continuity, integration and separation planning.
- After completion
- Validate assumptions with deeper access and lead the agreed programme.
- Portfolio leadership
- Parachute CxO support at any stage, with a clear mandate and handover.
From the investment question
to the transition plan.
Frame the deal questions
Agree the investment thesis, deal stage and decisions the assessment must support. Set the scope around the access, evidence and time available.
Stage outcomeAn agreed diligence scope and information request.
Assess risk and investment
Review systems, infrastructure, security, people and suppliers, including technical debt, regulatory expectations, data and AI controls, supplier concentration and integration readiness. Distinguish evidenced findings from assumptions, identify dependencies and explain the investment implications.
Stage outcomePrioritised findings, evidence gaps and decision points.
Prepare for transition
Translate findings into continuity priorities, integration or separation workstreams and accountable owners. Identify what must be ready at completion and what can follow.
Stage outcomeA transition plan with responsibilities and dependencies.
Lead after completion
Validate assumptions with fuller access, refine the roadmap and coordinate delivery. Where needed, provide interim technology leadership while building a lasting operating model.
Stage outcomeAn owned programme with progress and risk oversight.
A basis for investment and transition.
- Executive findings and risks
- Investment priorities
- Owned transition roadmap
The scope reflects the deal stage, available access and decisions you need to make.
From diligence to delivery.
A PE-backed acquisition needs a technology assessment and leadership through the first phase of integration.
An example of the approach, rather than a client case study.
The decision
Which issues affect the investment case, which must be resolved for completion, and which can be addressed once the buyer has full access?
What changes
Findings are tied to those decisions, with assumptions clearly marked. Management can distinguish immediate continuity needs from longer-term integration work.
Can you join at only one stage of a transaction?
Yes. We can support a focused diligence assignment, a transition programme or portfolio leadership. The scope is agreed around the decision you face and the access available; one assignment does not commit you to the next.
How engagements workLet’s put a practical plan around it.
Bring one technology challenge to a 30-minute call. We’ll discuss the decision, what you already know and a practical next step. Scope and fees are agreed before paid work begins.