Technology risk and commercial assessment for acquisitions, PE investments and transactions. The question I'm answering isn't "what technology do they have" - it's "what does this mean for the deal, what are the risks, and what's the commercial implication."
When it's needed
An acquisition
Where technology underpins how the target operates or earns.
A PE investment
Where investors need confidence in the platform behind the growth plan.
A merger
Where two sets of systems will need to come together.
Heavy vendor dependence
Where key systems, contracts or support sit with third parties.
Key-person risk
Where critical knowledge sits with one or two people.
Integration planning
Where the real cost and effort of bringing businesses together needs to be understood.
What's covered
I work with your advisors and the target's team to build the right picture, then translate it into something a board or investment committee can act on.
How it works
01
Scope with your advisors
What matters for this deal, what's in and out, and the timeframe.
02
Review and interviews
Documents, contracts and conversations with the target's team.
03
Risks rated by commercial impact
What could affect value, cost or timing - and what can be managed.
04
Report and briefing
Written for the board or investment committee, with a briefing if useful.
Why me
As CEO of Idea 11 I owned the board and investor relationship with a PE backer, with full executive accountability for strategy, technology direction, vendor governance and enterprise risk. I know what investors need to see from the technology behind a business.
Earlier in my career I led the technical consolidation of several large NFP organisations as they merged - bringing together disparate systems, infrastructure and ways of working. I know what integration really involves.
I've led a business to ISO 27001 and ISO 9001 certification, built Essential Eight assessments, and owned data governance and privacy compliance - so I know what good security looks like, and what the gaps cost. I've also advised organisations on technology through acquisitions and divestitures.
Common questions
The scope is set to fit the deal timeline, and agreed upfront.
Yes. Technology findings are most useful alongside the legal and financial work, so I work with your advisors from the start.
No. It's a commercial assessment of technology risk - what it means for value, cost and the deal.
Yes - with integration planning, or ongoing as a fractional CIO.
Yes. Confidentiality is covered in the engagement agreement, signed before any work starts.
Start here
A confidential, no-charge first conversation.