Investors
Technology clarity before and after the deal.
We work with PE, VC, family offices, boards and management teams to understand technology risk, strengthen technology leadership and turn technology into a source of portfolio value.
Before investment
Technology Due Diligence
Not a 150-page technical audit. An executive answer to five questions.
- Architecture
- Engineering organisation
- Product
- Security
- Infrastructure
- Data
- AI capability
- Technical debt
- Technology costs
- Leadership
- Scalability
Output — Technology Investment Assessment
- 01
What are we buying?
- 02
What are the risks?
- 03
What needs fixing?
- 04
What will it cost?
- 05
Can this technology support the investment thesis?
First 100 days
Technology Value Creation Plan
Following investment: technology strategy, organisation, architecture, delivery, AI opportunities and investment priorities — sequenced against the thesis.
Day 0–30
Assess
Establish the true state of technology, delivery, cost and leadership. No surprises after month one.
Day 31–60
Reset
Set the technology strategy, organisation design, architecture direction and investment priorities.
Day 61–100
Execute
Put the operating rhythm in place, start the highest-value changes and report progress to the board.
During ownership
Technology Operating Partner
Ongoing support to management teams and boards across the investment lifecycle — accountable, not advisory.
- Interim CTO
- CTO coaching
- Technology transformation
- AI adoption
- Engineering effectiveness
- Architecture
- Cybersecurity
- Technology cost optimisation
- M&A integration
Exit
Technology Exit Readiness
Prepare the technology organisation for diligence by the next investor — so the story, the architecture and the numbers hold up under scrutiny.
Assessing a technology business?
Bring us in before the deal, or in the first hundred days after it.
Discuss a Mandate →