Technology Due Diligence and Post Acquisition Advisory Support.
I work with investors, acquirers and leadership teams to assess and evolve the technology within SaaS and tech-enabled businesses – before and after acquisition.
From pre-deal diligence through the first 100 days, I help you understand whether the technology will support the investment thesis, where the risks sit, and what needs to happen next.
Technology Due Diligence.
A pragmatic view across systems, teams and delivery to understand how the business will behave under growth, change and integration.
Working across private equity, search funds and M&A advisory, I assess the strengths and risks of technology within SaaS and tech-enabled businesses.
This includes both product-led platforms and tech-enabled companies where in-house systems sit behind the scenes but play a critical role in how the business operates.
The focus is not simply whether the technology works today, but whether it will support the investment thesis.
That means understanding how the systems, team and delivery model behave under growth, integration and change, and where that is likely to create friction, cost or risk.
The output is clear, pragmatic and commercially grounded. Not a technical deep-dive for its own sake, but a view of what matters, what doesn’t, and what needs to happen next.
The scope is not fixed. It is shaped around the investment thesis, the nature of the target, and any specific areas of concern.
Foundations
Covering ownership and IP, the structure of the codebase and architecture, and overall product quality and engineering discipline. The focus is on whether the platform is well understood, maintainable and built on solid foundations.
Growth & Change
Looking at the ability to add features, scalability, and how easily the system can integrate with other platforms. Understanding whether the technology can support increased volume, new products and integration – without creating disproportionate complexity, cost or risk.
Risk & Reality
Assessing team dynamics and capability, technical debt and hidden liabilities, plus AI defensibility. This provides a view of where delivery risk sits, how much friction exists beneath the surface, and how resilient the underlying technology is to change and competitive pressure.
Post Acquisition Advisory.
Supporting investors and management teams in the early stages post-deal to bring clarity, direction and momentum to the technology.
Post-acquisition there is pressure to deliver, to integrate, and to start showing progress against the plan. Technology is usually central to that, but it is rarely in a state where everything can simply scale or slot together without friction.
The risk at this stage is not a lack of ideas, but too many of them. Refactoring, new platforms, integrations, data, AI are all valid, and competing for attention.
At the same time, the operating environment has changed. Teams are expected to move faster, often with a different way of working. And in tech-enabled businesses, there might be a layer of legacy systems underneath it all – not designed for what is now being asked of them.
Without clear prioritisation, it is easy to spend time in the wrong areas and lose early momentum. The focus is on understanding what actually needs to change now, what can wait, and where effort will have the most impact.
The aim is to create enough clarity and direction to move the business forward at pace, without creating new problems along the way.
Prioritisation & Focus
Aligning technology work to the investment plan, ensuring effort is directed towards what will actually move the business forward, not just what could be improved.
Delivery & Structure
Supporting teams to deliver under new expectations, including leadership, structure and ways of working, and where needed, strengthening capability to match the pace required.
Change & Integration
Planning and managing system changes and integrations in a controlled way, enabling progress without introducing unnecessary disruption or long-term complexity.
Strategic Technology Support.
Supporting investors and management teams in the early stages post-deal to bring clarity, direction and momentum to the technology.
In addition to M&A work, I am engaged by companies and non-profits to provide strategic technology support, often where in-house expertise is limited or absent.
In many cases, technology has grown alongside the organisation without consistent senior oversight. Decisions are made in a reactive way, often in response to immediate needs rather than a broader plan, which over time can lead to a lack of clarity, fragmented systems, and increasing reliance on workarounds.
The result is usually not that things are broken, but that they become harder than they should be. Changes take longer, visibility is limited, and there is a growing gap between what the organisation wants to do and how easily the technology can support it.
The focus here is on bringing structure and direction. Aligning everyone to a clear strategic direction of travel, ensuring decisions support that direction, and creating enough flexibility for the organisation to grow and evolve without constant rework.
Strategy & Direction
Ensuring technology decisions align with commercial or organisational priorities, and provide a clear, pragmatic direction of travel.
Delivery & Capability
Supporting teams, suppliers and ways of working to improve delivery, reduce friction, and build confidence in execution.
Systems & Evolution
Helping evolve or replace legacy systems in a controlled way, balancing risk, cost and the need to keep the business moving.
Data, Automation & AI
Improving visibility and decision-making through better use of data, and introducing automation or AI where it creates real, practical leverage.
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