An independent read on a target’s systems before you buy, and the delivery muscle to integrate or separate it cleanly after the deal.
Book a confidential conversationThe financial model rarely accounts for the state of the target’s systems, the cost to integrate them, or the risk hidden in ageing platforms and stretched teams. That gap shows up after completion, as cost and delay.
We give you a clear view before you commit, and a practical integration or separation plan you can actually deliver, not a document that sits in a drawer.
An independent assessment of the target’s systems, the real cost to run and integrate them, and the risks that should shape the price.
A clear day one and first hundred days plan, then the delivery to bring finance, operations and data together without breaking the business.
Standing up an acquired or divested business on its own systems, cleanly and to timetable, the discipline behind the National Grid separation.
Before the deal we work fast and to the point, sizing the cost and the risk so it can shape your offer. After it we bring the same senior people through to delivery, so nothing is lost in the handover.
We are independent and we have delivered these programmes ourselves, so the plan is grounded in what actually happens, not in a template.
Bring us in to pressure test a target, to plan and run the integration, or to rescue one that has drifted.
A useful post merger integration plan is a sequence, not a wish list. Ours covers the integration strategy and the synergies that justified the deal; the day one must haves for customers, staff, suppliers and regulators; the systems and data decisions, including which ERP, billing or CRM platform survives and how the migration runs; the target operating model and who owns what; the people, culture and retention of the few individuals the business cannot lose; contracts, licences and vendor renegotiation; and a benefits tracker that reports to the board every month until the synergies are banked.
Yes. We support acquirers and their portfolio companies, both before a deal in diligence and afterwards through integration or separation.
Yes. Technology diligence before a deal is a standalone engagement, and many clients use it to shape price and terms before deciding on integration support.
We work to deal timetables. A focused technology assessment is usually days to a short report, scaled to the size of the target.
We can, or we can work alongside your team and the target’s. We are comfortable either way.
Yes, and we work under an NDA as standard on deal work.
If the deal has not closed yet, start with our dedicated technology due diligence service: the systems, data, security and delivery risk behind the target, priced and written for the deal committee in two to four weeks.
Independent diligence before the deal, and clean delivery after it.
Book a confidential conversation