We help investors and acquisitive companies assess a technology business, or a single technology asset, before they commit capital or sign. This is not a generic IT audit. It is a senior-led, evidence-based view of whether the target can support your deal thesis, and what you should plan for after close.
Grounded in your deal thesis
Every engagement starts with what you need the investment to achieve: growth, margin, integration, platform consolidation, geographic expansion, or defensibility against competitors. We translate that into the questions diligence must answer, about scalability, delivery, security, the credibility of the roadmap and the key dependencies, so the work stays focused on what is material rather than on a checklist.
Breadth across what matters
We cut across a broad scope so you get comfort in one coherent narrative: underlying technology and architecture, product and roadmap, security and resilience, AI use and governance where relevant, and the supporting practices that make delivery and operations sustainable. That includes engineering practice, change control, incident response, suppliers and data handling, and how the organisation actually runs day to day.
- Product capabilities
- Product roadmap and product management
- Tech stack and software architecture
- Technical debt
- Open source software governance
- Hosting infrastructure
- DevOps practices
- Backups, DR and BCP
- Technology suppliers and costs
- Software development processes and QA
- Product and engineering team
- Security
- Data and AI
- Customer support
- Professional services
- Customer onboarding
- Corporate IT
- Mergers, acquisitions and integrations
Scope is customisable for each deal, and it keeps moving with the technology landscape and what investors want to understand. Recent additions include how effectively teams use AI to accelerate their own development, and whether integration with language models is appropriate and well executed, judged on product capability, defensibility, cost management, vendor risk, and security and privacy.
Find what others miss
In our experience, technology rarely blocks a deal on its own. What matters is a clear understanding of where the risks sit, how material they are in context, and what remediation looks like in cost, time and ownership, so you can price, structure and plan post-close improvement without surprises. We are direct about what may need investment or attention after acquisition, not just what looks imperfect on paper, so nothing lands on you in the first hundred days that could have been seen before signing.
Supported by tooling
Expert judgement sits on top of structured evidence. Where it helps, we augment interviews and document review with automated and semi-automated assessment, for example code health and patterns, open-source and licence exposure, cloud spend signals, development and support ticket themes, and activity and quality signals from version control. The toolkit flexes with the target and your questions, and we can extend or deepen these streams as the engagement requires.
Flexible to your timeline
Processes compress and stretch. We adapt scope, depth and reporting rhythm to the timetable you are working to, whether you need an early red-flag view, a full pre-signing report, or targeted follow-on work on specific workstreams.
Outputs your stakeholders can use
Findings are written to travel, into investment committee papers, integration planning and parallel advisers. Where relevant we align framing and evidence with what warranties and indemnities insurers and other diligence streams need: clear issue definitions, materiality, and traceability to sources, so technical diligence supports the wider deal rather than sitting in a siloed appendix.
What you receive
Deliverables are agreed at scoping; a typical vendor or buy-side technology diligence report includes:
- Executive summary and investment-relevant conclusions
- Scope, methodology and limitations
- Findings across product, architecture, engineering practice, security, infrastructure, data and AI
- RAG-style summary with remediation context (not just issue lists)
- Supplier, cost and operational dependencies where material to the deal
- Management read-out and buyer or investor Q&A support during the process
- Reliance and read-across discussions with your corporate finance, legal and financial DD teams where needed