The deal model shows 30% synergies. The technology tells a different story. We run the technical and strategic diligence that surfaces the risks your financial advisors cannot see, before the term sheet is signed.

70–90%of acquisitions fail to deliver expected value

60%of executives cite inadequate due diligence as the cause of deal failure

130%higher shareholder returns for frequent, disciplined acquirers

Somewhere between the LOI and closing, someone needs to answer questions that no financial model can. Is the target's platform built to scale, or is it held together by the two engineers who are interviewing elsewhere? Does the proprietary technology exist as described, or is it open-source with a custom front end? Can the systems integrate in six months as the deal model assumes, or is it an eighteen-month project that doubles in cost? We answer those questions with code-level assessments, not management interviews.

We conduct technical due diligence across codebase quality, architecture scalability, infrastructure cost trajectory, security posture, data practices, and team depth. Each assessment produces a risk-adjusted view of the technology: what it is worth, what it will cost to maintain, and what integration will require. We have flagged technical debt that reduced purchase price by 15-25% and identified integration costs that the buyer had underestimated by millions. The findings are presented in language the deal team and board can act on, not in engineering jargon that gets filed away.

Post-close, we lead the integration. Systems consolidation, data migration, team merging, platform rationalization. The work that determines whether the combined entity captures the value the deal model promised. Integration is where most acquisitions lose money. The projected savings assume systems that merge cleanly. They rarely do. We build the integration plan during diligence, not after closing, so the first 100 days have a sequenced roadmap instead of a scramble.

The pattern across engagements is consistent: deals where diligence is thorough close at better terms and integrate faster. Deals where diligence is rushed spend the first year discovering problems they could have priced in or walked away from.