Independent tech due diligence for private equity and corporate buyers: the systems, data, security, people and delivery risk behind the deal, in plain English, before you price it.
Book a confidential conversationMost technology due diligence is a list of applications and a security questionnaire. It misses the ERP that cannot produce a reliable margin by product, the billing platform held together by one contractor, the data that will have to be rebuilt before any synergy is possible and the licences that reprice on change of control. Those are the things that move the price and the 100 day plan, and they do not appear in a data room index.
We do IT due diligence the way we run programmes: by looking at how the systems are actually used, who depends on whom and what it would cost to fix what we find. The result is a short written view a deal team can act on, with the risks priced and the first ninety days of work already sketched.
Whether the ERP, billing, CRM and data platforms can support the growth, the integration or the carve out in the investment thesis, and what it costs if they cannot.
Technical debt, end of life platforms, key person dependency, security and data protection exposure, licence terms and the contracts that reprice or terminate on a change of control.
A costed view of the systems and data work in the value creation plan, so the 100 day plan starts from a real number rather than a round one.
A technology due diligence engagement runs from data room review and management interviews through system walkthroughs, data sampling and contract review to a written report with a red, amber and green view by area, a priced list of remediation and the technology inputs to the 100 day plan. We work to deal timetables and we say when we do not know something rather than filling the gap with adjectives.
Fixed fee, agreed at the start, scaled to the size of the estate rather than the size of the deal.
Talk to us about a live dealAn independent assessment of a target company's technology, data, security, people and delivery risk before a transaction, so the buyer understands what the systems can support, what they will cost to fix and how they affect the price and the plan.
In practice the terms are used interchangeably. IT due diligence tends to focus on infrastructure, security and contracts; technology due diligence usually adds the application estate, data and the ability of the systems to support the investment case. We cover both.
Two to four weeks depending on access to management and the size of the estate, with an early read out after the first week for anything that affects the price.
No. We cover operational and technology due diligence and work alongside the firms doing the commercial and financial work, so the deal team gets one integrated view rather than three.
Yes, and we are equally happy not to. The report is written to be acted on by any competent team, and because we earn nothing from vendors the recommendations are not shaped by who delivers them.
A confidential conversation about a live or expected deal costs nothing and is usually the fastest way to find out whether technology is a risk or a lever.
Book a confidential conversation