Technical due diligence, integration planning, day-one readiness, and post-close execution. For acquirers, private equity firms, and strategic buyers who need the technology story accurate before the deal and executed after it.
In most deals, technology is treated as a check-the-box diligence exercise. A generic IT assessment from a large firm. A spreadsheet of systems. An estimate of integration cost that's nearly always wrong. The real risks, technical debt, integration complexity, cybersecurity exposure, clinical or operational workflow dependencies, don't surface until after the close.
Then integration starts. And the assumptions from diligence start to crack. Day-one integration tasks slip. Synergy estimates erode. The CIO of the acquired company leaves, taking institutional knowledge with them. Six months in, the integration is behind schedule and the board is asking why.
M&A & Technology Integration is the service line that makes the technology story honest. Before the deal, we bring the operator's eye to diligence, surfacing the risks that a spreadsheet review can't see. After the deal, we help execute the integration, from day-one readiness through post-close stabilization.
These are the concrete engagements we run within M&A & Technology Integration. Most engagements touch several of these. Some engagements focus on one deeply. We shape the work to the problem.
Every engagement is scoped to the specific problem, but most M&A & Technology Integration work takes one of these two shapes. Use the framings below as a starting point, then we tailor from there.
Most good engagements start with a thirty-minute call. No slides, no pitch, just a conversation about what you're trying to solve.
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