Technology due diligence and advisory
A new standard of technology diligence for the mid-market.
TechAlign assesses the technology a business runs on before a deal completes, and builds on it afterwards, for the people doing the deal, the people running the business, or both. Buy side or sell side.
Technology and Cyber due diligence
Carve out separation and TSA definition
Integration and value creation
Roadmap and programme governance
Technology is the nervous system of any modern business.
Technology due diligence means different things to different firms, and not all assessments are created equal. Many offerings grew up as software diligence built from a development lens: the product, the code behind it, the team that builds it, and the infrastructure it runs on. That lens has little to find in a target that is not a software company.
For example, three businesses. A professional services business relies on case, document and delivery management systems. A construction firm depends on its network, its devices, its design capability and its CRM. An MSP is built on overlapping vendor platforms, service management and security tools.
Three different businesses, and none of them trades for long without its systems. A scope built for a software asset misses what matters in this kind of business.
The target’s sector no longer determines whether a deal needs technology diligence. The value in the deal is enabled by the technology platforms it rests on, and those platforms are what TechAlign assesses.
What we do
Four capabilities
Technology and Cyber Due Diligence
What is being bought, what it will cost to fix, and which thesis assumptions the technology will not carry. Cyber posture assessed as part of the estate. Modular scope, sized to the deal.
Carve Out Separation and TSA Definition
Operating model, dependencies and separation scope defined before completion. TSAs negotiated from evidence, and schedules written so the people who must run them can.
Integration and Value Creation
Day one, the first hundred days, and a governable roadmap aligned to the deal thesis. Integration that is intentionally designed to underpin it.
Roadmap and Programme Governance
Direction set, delivery partners held to account, and board reporting on a fixed cycle. Exit value built at steady state, so it is not a scramble in the final six months.
What the first hundred days would teach, in time to act on it.
Five reasons clients engage us
People, process and technology
Risk rarely sits in the systems alone. One assessment covers the estate, the processes that run on it, and the people holding it together.
Compound risk is what breaks deals
Single weaknesses are manageable. Intersections are not: an undocumented estate, one key person, a contract expiring in March. Each looks manageable alone, and together they produce a cost and a date the model does not carry.
Findings before completion
What normally surfaces in the first hundred days surfaces during diligence instead. That is what gives a buyer room to negotiate, restructure or re-price, while there is still leverage to do it.
Sized to the deal
Diligence scoped and priced for large-cap does not fit a lower mid-market deal. The method here applies at the depth the transaction warrants, and findings stay comparable from one deal to the next, which is what matters on an acquisition programme.
Independent, and accountable by name
No vendor relationships, no reseller agreements, no vendor partner status and no subscription passthrough. No commission on anything a client buys. A principal scopes the engagement, runs it, presents it and owns the recommendation.
For private equity clients
From first look to exit
TechAlign sees the same portfolio company at diligence, through integration and into exit. Nothing gets handed over and learned again from scratch, so the next deal starts from what the last one taught.
Acquisition
What matters to the deal, revealed before it completes. Risk quantified, assumptions tested, cost and timing validated.
Carve out
Operating model and dependencies mapped early, so TSAs are defined and negotiated from evidence.
Integration
Direction, roadmap and governance aligned to the plan for the business.
Exit
Architecture and playbooks that hold exit value at steady state. Sell-side readiness, with the technology story evidenced before a buyer tests it.
Platforms for scale
Most deals have one technology question nobody has answered yet.
Tell us the situation. We will tell you straight away whether we are the right firm for it.