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Your need · Acquiring a business
Operational due diligence for private equity and trade acquirers. We test how the business actually works against what the information memorandum says.
What we test
Financial and legal diligence cover the numbers and the contract. We cover how the business runs, and whether the numbers tie back to it.
How the operation actually works: processes, roles, controls and systems, against what the information memorandum describes.
Key-person concentration, control gaps, system and data dependencies, and whether reported KPIs reconcile to source.
Day 1 readiness, the first 100 days and, on a carve-out, the separation perimeter.
When we work
A focused review during exclusivity, reported to your deal team and advisers, with findings ranked by value impact.
The perimeter of what moves, transitional arrangements, and the operating model the value-creation plan starts from.
What you get
Red flags and value risks, ranked, each traced to a process, a control or a person.
Key-person dependency, control gaps and their mitigation, ready for the SPA and integration plan.
Reported metrics tested back to source systems, with differences explained.
Separation perimeter, handover priorities and the baseline operating model.
Our services
The operational workstream during diligence: evidenced Q&A for sellers, operational diligence of the target for acquirers.
2–4 weeks buy-side · days to weeks sell-sideFind out more →Growth and baselineA structured review of how the business runs today, and a short, ranked plan for what to change.
Typically a 3–6 week reviewFind out more →Tell us about the deal and the timetable, and we will scope the operational diligence.
