TECHNICAL DUE DILIGENCE

See the technology.
Understand the transaction.

What does the technology mean for the deal - and what needs to happen next?

We help buyers, sellers, investors and boards understand the technology behind a business. The questions differ on each side of a transaction, so we shape the work around the decision you need to make.

Talk about due diligence Buy-side or sell-side

A layered blue glass technology system shown through transparent inspection panels. — LOOK BEYOND THE SURFACEUnderstand capability, constraints and what comes next.

WHEN TECHNICAL DUE DILIGENCE HELPS

Different sides. Different questions.

Good diligence starts with your position in the transaction. Buyers need to test the opportunity and understand future investment. Sellers need to prepare the evidence, address concerns and explain the technology clearly.

Technology capability, risk or future investment could influence the transaction.
The commercial story needs to be supported by clear, proportionate technical evidence.
Leaders and advisers need findings explained in business terms, with uncertainty made explicit.

TWO SIDES OF THE TRANSACTION

Support shaped around your position.

We work on either side of a transaction, but never for opposing parties in the same deal.

BUY-SIDE DUE DILIGENCE

Understand what you are acquiring.

An independent view for acquirers and investors, focused on whether the technology supports the investment case and what ownership is likely to require.

Test product, architecture, team and operational claims against the available evidence.
Assess whether the right technology and product KPIs are defined, measured consistently and support the investment case.
Identify material risks, dependencies and gaps that could affect the deal or integration.
Understand likely post-completion priorities, capability needs and technology investment.

SELL-SIDE READINESS

Prepare before buyers ask.

A buyer-focused readiness review for founders, management teams and boards before a sale process or formal technical diligence begins.

See the business through a buyer’s eyes and anticipate the questions they are likely to ask.
Define the KPIs that best demonstrate technology and product performance, then establish credible measurement and evidence.
Find evidence gaps, unclear explanations and avoidable concerns while there is time to act.
Prioritise remediation and prepare a credible, well-supported technology story for the process.

FOCUS ON THE TRANSACTION QUESTIONS

A joined-up view of the technology business.

We tailor the depth to the stage, deal and available access. Findings connect technology detail with product, people, operations and the investment case.

Architecture & scalability

Assess how the product fits together, important dependencies, technical debt and whether the foundations support the plan presented.

Product & roadmap

Examine product capability, roadmap assumptions and how well planned investment connects with customer and commercial goals.

Team & capability

Understand leadership, ownership, key-person dependencies, skills and whether the organisation can deliver and operate what is planned.

Delivery, operations & KPIs

Review development, testing, release and service management. Identify the technology and product KPIs that matter, how they are defined and measured, and whether the evidence supports claims about pace, quality and reliability.

Security, data & resilience

Review the available evidence around security governance, data handling, continuity and material dependencies, identifying where specialist assurance is needed.

Costs & future investment

Consider platforms, suppliers, licences and the likely technology work needed after the transaction, with assumptions and uncertainty made explicit.

Technical due diligence is not legal, financial, tax or formal security assurance. We work alongside relevant advisers and recommend specialist investigation where the transaction requires it.

WHAT YOU TAKE AWAY

Findings a deal team can use.

We separate evidence from assumption, explain materiality and make the post-transaction implications easier to understand.

A clear assessment of the current position.
Strengths, constraints and material risks explained in plain language, with the evidence reviewed and important limitations stated.
Implications for the transaction.
Issues connected to the investment thesis, plans and deal questions, so advisers and decision-makers can determine the appropriate response.
Priorities beyond completion.
A pragmatic view of remediation, capability and investment needs, including early actions and questions to carry into integration planning.

HOW WE WORK

Focused, discreet and evidence-led.

Transaction timetables can be demanding. We agree the questions and access early, keep requests proportionate and communicate material findings as they emerge.

01 / SCOPE
Start with the deal.
Understand the investment thesis, transaction stage, known concerns and available access. Agree scope, dependencies, timetable, deliverables and quote.
02 / EXAMINE
Test claims against evidence.
Review documentation, systems and available metrics; speak with relevant leaders; and pursue the questions most likely to affect the transaction or future plan.
03 / EXPLAIN
Make material findings clear.
Provide written findings and a stakeholder readout, distinguish fact from uncertainty and answer follow-up questions within the agreed scope.

A FEW PRACTICAL QUESTIONS

Before we start.

Do you support both buyers and sellers?

Yes. Buy-side work helps an acquirer or investor understand the target. Sell-side work helps management prepare evidence, identify concerns and explain the technology position clearly. We do not act for opposing sides in the same transaction.

How early should we involve you?

Early enough to agree the important questions and information needed. We can support initial screening, a formal diligence phase or focused follow-up on an issue identified elsewhere.

What access will you need?

It depends on scope and deal stage. Typical inputs include product and architecture material, operating and delivery evidence, supplier information and focused conversations with technology and product leaders. We keep requests proportionate.

Is this a penetration test or security audit?

No. We review the available security and resilience evidence at the agreed depth. Formal testing, certifications or specialist assurance require separately scoped experts.

Will the process disrupt management?

We plan requests and conversations around the transaction timetable, use existing evidence where possible and consolidate questions. The exact demands depend on scope and the quality of available information.

How do timing and pricing work?

We provide a scoped quote based on the transaction questions, business complexity, access, timetable and deliverables. Compressed timelines or material scope changes are agreed explicitly.

BRING THE TRANSACTION QUESTIONS

What do you need to understand before the next decision?

Tell us whether you are buying, selling or investing, the stage you have reached and where technology could affect the deal.

Talk about due diligence