Insights
We share what we've learned over the decades building IT organizations and supporting M&A teams.
Buy-and-Build
Adding several operating companies to a platform quickly can create an uncoordinated IT workforce that erodes profit. A deliberate transition to a centralized functional model protects operating leverage.
Read →Technology Strategy
When acquiring a middle-market platform, deal teams need to decide whether to migrate disparate systems immediately or establish a reporting overlay first. Each approach serves a distinct operational goal.
Read →Exit Readiness
A clear technology modernization roadmap gives buyers a practical view of completed, current, and planned investments, including their cost, timing, dependencies, and business purpose.
Read →Carveouts
A buyer in a carve-out should pay for temporary services that keep the lights on, not for seller separation work. Clarifying this distinction avoids duplicate costs and unmanageable TSAs.
Read →IT Due Diligence
IT due diligence is often forced to serve two distinct audiences that should never receive the same report. Separating outside transaction risk from internal investment thesis alignment protects deal terms and prepares operating teams for ownership.
Read →IT Diligence
Populating a data room with financial and legal files is standard practice, but buyer confidence often hinges on Information Technology. Presenting a structured IT narrative reduces deal friction and validates future growth projections.
Read →Diligence
Data governance determines whether a private equity platform can achieve true visibility across add-ons. Establishing data ownership and standardized metric rules early protects reporting transparency and prevents costly post-close cleanups.
Read →