Deal-speed assessment of what the target actually runs on — the operations and the technology, together: core processes end to end, SG&A cost structure, the workforce and its roles, and the systems and data estate carrying all of it. Buy-side and sell-side, carve-out and TSA design, post-close integration leadership, and value-creation programs that convert diligence findings into EBITDA. Built on 6+ years of PE M&A transactions as advisor to PwC, Deloitte, and Crosslake Technologies.
The Problem
Diligence done badly costs you twice: once at close, when operational and IT risk and integration cost are mispriced into the deal, and again post-close, when the 100-day plan collides with the operating reality nobody examined.
Most providers produce inventory — application lists, contract summaries, org charts. The investment committee needs judgment: which risks are priced, which are fixable, what integration genuinely costs, where SG&A and workforce capacity are actually consumed, and where the operation and its technology estate hide upside.
The Engagement
Buy-side operational & IT diligence: Core processes end to end, SG&A cost structure and workforce/role analysis, architecture, security posture, technical debt, key-person dependency, vendor concentration
Sell-side / exit readiness: The assessment your buyer will run — done first, on your side of the table
Carve-out and integration: Carve-out design, TSA design and exit, post-close integration (IMO/TMO) leadership, operational and technology cost and synergy quantification
Value creation: 100-day plans and 36-month roadmaps; BAS™ deployable pre-LOI or within the first 100 days to quantify recoverable EBITDA at the task level
Diligence typically 2–8 weeks depending on scope; integration and value-creation leadership on the tenure the program requires. Foundation: 6+ years of PE M&A transactions as advisor to PwC, Deloitte, and Crosslake Technologies, on top of 100+ enterprise systems engagements as the operator who implements what diligence reports describe. Where an engagement extends into executive mentoring or specialized HR territory, delivery draws on an established partner network under the same governance.
Proof
$1.335B public merger (pre-merger operating model assessment): Quote-to-Cash and PLM assessed across Oracle EBS in 2 months with a 20+ person matrix team; ~$2M in annualized non-value-added cost identified; future state approved for global rollout
$450M FDA-regulated manufacturer preparing for sale: Sell-side readiness across 7 core processes on SAP, PLM, and LIMS; $2.8M identified (18.9% OpEx reduction) and 9% workforce optimization achievable without operational impact; executive summary presented directly to the CEO
Cybersecurity carve-out from a global technology company (TMO co-manager via Deloitte): 20+ workstreams, 5 new entities, 100+ applications separated on schedule under TSA exit deadlines; millions saved in additional fees for the PE client
“Kill the deal”: Technology diligence surfaced deal-breaking risks that kept a PE sponsor out of a bad acquisition
Scale: IT due diligence led on a $20B international conglomerate and 17 other national and global organizations; post-close TSA-exit and autonomous-operations roadmaps delivered for a CPG carve-out (via PwC)
PE & M&A Operations & Technology Advisory
Buy- and sell-side operational and IT diligence, carve-out and TSA design, and post-close value creation — at deal speed.
