M&A Advisory and Technology Due Diligence for Deals Where Continuity, Risk, and Value Matter More Than Speed

As one of the independent M&A advisory firms focused on technology and operations, we advise deal teams at moments of highest uncertainty, where systems, data, and operating dependencies directly affect transaction value, continuity, and integration outcomes.

• Identifying and pricing technology and operational risk
• Understanding how systems, data, and processes support the business
• Highlighting dependencies that impact Day 1 and early post-close operations
• Supporting integration planning without disrupting continuity

We conduct technology due diligence as part of our broader M&A advisory services to help buyers understand what they are acquiring and sellers prepare for scrutiny. Our approach is grounded in how the business actually operates, not theoretical architecture reviews.

Typical technology due diligence scope includes:

• ERP and core system assessment
• Data quality, reporting, and controls
• Integration complexity and scalability constraints
• Operating model and process maturity
• Technology-related value creation opportunities

Our diligence outputs are designed to support investment decisions, valuation discussions, and integration planning.

Post-close discovery and stabilization is an M&A advisory service used immediately after a transaction closes, when the buyer owns the business but does not yet have sufficient clarity to safely integrate. This situation most often arises when diligence timelines were compressed, scope was limited, or technology and operations were reviewed by others without an execution lens.

Our role at this stage is not to redesign the business or accelerate transformation. It is to establish control, protect continuity, and create a reliable fact base before irreversible integration decisions are made.

This phase focuses on:

• Confirming what was acquired versus retained across systems, data, vendors, and contracts
• Identifying shared dependencies that create hidden Day 1 and Day 30 risk
• Protecting operational continuity while ownership transitions
• Establishing guardrails that prevent premature system changes or integration missteps

Our role at this stage is not to redesign the business or accelerate transformation. It is to establish control, protect continuity, and create a reliable fact base before irreversible integration decisions are made.

This work reduces surprise risk, prevents premature system changes, and enables informed sequencing decisions grounded in how the business actually operates.

As part of our M&A advisory services, we support integration readiness by helping deal teams determine what to integrate, when to integrate, and why. Our role is to structure integration sequencing and risk mitigation before execution begins.

This typically includes:

• Integration sequencing and dependency mapping
• Identification of high-risk changes to defer
• Day 1 and early post-close priority definition
• Clean handoff to PMI or implementation teams

We do not lead large-scale system implementations as part of diligence or stabilization. Our role as an M&A advisory firm is to enable informed, low-risk execution.

We help deal teams identify practical, near-term value opportunities aligned with the investment thesis and hold-period objectives. This aspect of our M&A advisory focuses on enablement and optimization rather than enterprise transformation.

Examples include:

• Automation opportunities within existing systems
• Reporting and data improvements
• Process simplification and scalability enhancements
• System consolidation opportunities aligned to timing and risk