IT DUE DILIGENCE FOR M&A
We assess architecture, systems, security and the technology team’s ability to deliver the company plan. We translate the findings into risk, cost and concrete action before signing and after closing.
OUR SERVICES
We help when the quality of a technology decision affects the value of the entire business. We connect technical detail with commercial context so investors and management know what is material and what can be addressed over time.
TRANSACTIONS
We independently assess technology, proprietary software, infrastructure, security, processes and the true condition of internal and external teams. The scope can include a high-level post-merger integration plan, Day 1 and first-100-day priorities or carve-out preparation.
Explore the serviceTECHNOLOGY LEADERSHIP
We find a CTO who fits the company’s situation, strategy and culture — as a permanent, interim or fractional leader. We help define the mandate and assess candidates technically, managerially and personally.
Visit CTO-search.czHOW WE WORK
We do not begin with a checklist. First, we need to understand the deal, the company and the decision our work must support. The scope therefore follows the investment thesis, stage of the process and the actual risks of the business.
We clarify the deal objectives, investment thesis, timing, available data and questions that may affect price or deal structure.
We set the scope and assess technology, product, people, processes, security, vendors and the operating environment.
We separate material risk from normal technical debt and describe its impact, likelihood, cost and possible mitigation.
We deliver clear conclusions, investment scenarios and practical actions for negotiation, Day 1, integration and the first 100 days.
BEYOND TECHNOLOGY
Good IT due diligence does not merely explain what a company runs. It shows whether the company can develop it safely.
Technology creates value only when a company can operate, change and develop it reliably. That is why we give the same attention to architecture, source code, data and infrastructure as we do to people, decision-making and the quality of the engineering environment.
We tailor the output to the people making the decision. An investor needs to understand the effect on value and the investment thesis, management needs clear priorities, and the technology team needs a realistic plan for change. We bring all three perspectives into one coherent conclusion.
LET’S TALK
A short first conversation is usually enough to define the right scope, team and realistic timeline. We will say openly which questions should be tested immediately and which can safely move into the integration phase.
Arrange an initial call