What we do
We combine technology diligence and commercial diligence for private equity — with transaction support and value creation across the lifecycle. Scope follows the thesis, not a fixed checklist.
01
Technology due diligence
We assess whether the target's technology can support the investment case — product, platform, people, and posture — and what it will take in time, capital, and risk to close gaps.
Engagements are tailored by sector and asset type (software, tech-enabled services, industrial tech, financial platforms, and more). Typical workstreams include:
- Software & product — roadmap, architecture fit, technical debt, scalability, and product–market alignment with the commercial story.
- Engineering & delivery — SDLC, quality practices, team shape, and ability to ship against plan.
- Security & resilience — application and infrastructure security, identity, data protection, and operational readiness.
- Data, integrations & platforms — integrations, enterprise systems, dependencies, and separation or carve-out complexity where relevant.
- Infrastructure & operations — cloud and hosting, observability, cost-to-serve, and run-state assumptions.
Findings are tied to the deal: what matters pre-close, what can wait, and what would make us pause — with remediation cost and ownership sketched where useful.
02
Commercial due diligence
We test the commercial narrative against evidence — market structure, customers, competition, and the trajectory implied by management's plan.
Commercial diligence sits alongside technology work (and connects to it). Typical themes include:
- Market & growth — TAM/SAM, segmentation, cyclicality, and downside scenarios.
- Customers & revenue quality — concentration, retention, cohorts, pricing power, and churn drivers.
- Competition & positioning — differentiation, switching costs, and win/loss dynamics.
- Go-to-market — sales motion, channels, funnel health, and efficiency.
- Plan & assumptions — bridge from historical performance to the investment case; key sensitivities for IC and negotiation.
Output is designed for IC memos and negotiation: clear, traceable, and proportionate to materiality — not a generic market report.
03
Buy-side, sell-side & transactions
We align to your process — buy-side under exclusivity, sell-side when you need a disciplined vendor narrative, or transaction-specific themes such as carve-outs and integration.
- Buy-side — focus on questions that change price, structure, or risk allocation; support Q&A and management sessions through signing.
- Sell-side — vendor diligence materials and narrative that withstand buyer scrutiny without overclaiming.
- Carve-outs & integration — separation complexity, TSA risk, and day-one readiness (often jointly technology and commercial).
04
Value creation
After completion, we help turn insight into a practical plan — prioritised, measurable, and aligned with value creation levers.
- Post-close roadmaps — technology and product initiatives sequenced with capacity and dependencies.
- Commercial initiatives — pricing, GTM, and operating model themes linked to the investment thesis.
- Governance — clarity between investors and management on milestones, escalations, and metrics.
The objective is execution: clear owners and measurable outcomes — not undifferentiated "100-day plans."