Supporting the investment lifecycle
We support private equity firms and their portfolio companies, from technology assessment before the investment to transformation and execution after the acquisition. We do not provide M&A advice or make investment decisions.
Support at each stage of the investment
- 01
Pre-deal — Understand risks and investment needs
Is this IT environment hiding risks or extra costs?
We assess the target's IT environment, technical debt, and security risks, and estimate the additional investment needed after the deal, so it can factor into your decision.
Common requests
Areas of support
- 02
Post-deal — Set transformation priorities
Where should we start, and in what order?
We analyze the current state of IT and operations, rank initiatives by profit impact and difficulty of adoption, and turn them into an integration plan and a roadmap you can execute.
Common requests
- The portfolio company's problems are clear, but not what to tackle first or in what order
- You want to turn the post-acquisition integration plan into concrete IT and operational steps
Areas of support
- 03
Holding period — Execute and embed improvements
Is the plan becoming systems people actually use?
We streamline workflows and rules first, then implement data integration and systems, and keep running and improving them after launch.
Common requests
- A portfolio company needs a CRM or business system, but has no one to own it from requirements to adoption
- No one fully understands the existing system, so replacing it feels too risky
- You want to confirm feasibility and return before committing to a system replacement
- Maintenance costs are high, and quality and vendor management depend on a few individuals
Areas of support
Four areas of support
These four areas of support deliver each stage above. You don't need to go through all four in order; start where your problem is.
IT Due Diligence & Assessment
We assess the technology risks, hidden costs, and investment requirements of a target company before acquisition. Our findings help investors understand potential liabilities and identify opportunities for post-acquisition improvement.
- Challenges we address
- The IT risks and hidden costs behind an investment decision are unclear. You want to confirm feasibility and return before replacing a system, or before acquiring or investing in a company.
- What we do
- Assessment of IT environment and technical debt
- Feasibility and cost-benefit assessment of system replacement
- Project health and quality assessment
- Key deliverables
- Risk registerEstimate of additional investmentImprovement potential and priority actionsIT due diligence reportCurrent-state assessment of systems and dataCybersecurity quick assessmentData quality assessmentIT and data health report
See details
| Client challenge | The IT risks and hidden costs behind an investment decision are unclear, so the decision rests on weak evidence. |
|---|---|
| Value proposition | The state of IT directly affects the investment amount and the plan after it. Checking technical uncertainty against facts before deciding helps you avoid unexpected additional investment. |
| Scope of services | Review of target systems and IT environment, assessment of technical debt and maintainability, cost estimates for replacement or improvement, and project health and quality checks. We do not provide M&A advice or make investment decisions. |
| Approach | We start with documents and stakeholder interviews and, where needed, examine the systems themselves. Findings are organized by risk size and cost to address. |
| Deliverables | IT due diligence report, risk register, estimate of additional investment, improvement potential and priority actions, current-state assessment of systems and data, cybersecurity quick assessment, data quality assessment, IT and data health report |
| Business outcomes | You can decide whether, and on what terms, to invest or replace, based on IT facts. What to work on after the investment becomes clear. |
| Engagement model | Delivered as a short assessment. We propose the timeline and team based on scope. |
| Related services | Planning after the assessment continues in IT Transformation; replacement continues in Business Process & Technology Implementation. |
IT Transformation
Beyond IT, we look at business processes, data, and KPIs to find improvement opportunities, prioritize initiatives by profit impact and difficulty of adoption, and build a roadmap you can execute.
- Challenges we address
- You know the problems, but there are too many options and no basis for priorities or investment decisions.
- What we do
- Current-state analysis of IT and operations
- Prioritization of initiatives and roadmap
- To-be operations and systems design, KPI design
- Support for integration planning after acquisitions
- Key deliverables
- Current-state reportPrioritized initiative listTransformation roadmapInvestment and execution plan
See details
| Client challenge | You know the problems, but there are too many options and no basis for priorities or investment decisions. |
|---|---|
| Value proposition | A list of initiatives doesn't move an organization. Ordering them by impact and difficulty of execution focuses limited budget and people on what works. |
| Scope of services | Current-state analysis of IT, operations, and data; identification and prioritization of initiatives; to-be operations and systems design; KPI design; investment plan and roadmap. |
| Approach | We inventory operations and data through on-site interviews, rank initiatives on two axes, profit impact and difficulty of adoption, and narrow down what to start first. |
| Deliverables | Current-state report, prioritized initiative list, transformation roadmap, investment and execution plan |
| Business outcomes | Leadership can decide what to do, in what order, and with how much investment. |
| Engagement model | Current-state analysis through planning, delivered as one engagement. We propose the timeline and team based on scope. |
| Related services | Preceded by IT Due Diligence & Assessment; execution continues in Business Process & Technology Implementation. |
Business Process & Technology Implementation
We start with the work, not the system. We improve how the business operates by redesigning workflows, standardizing processes, and implementing the systems and integrations needed to support them.
- Challenges we address
- You want to introduce or replace a system, but no one can carry it from requirements through go-live and adoption. Or no one fully understands the existing system.
- What we do
- Business process and rule review and standardization
- Requirements gathering through on-site interviews
- ERP, CRM, and other business system rollouts
- Mapping and modernizing existing systems
- Data integration
- Business process automation and AI
- System integration after acquisitions (up to connections with peripheral systems)
- Key deliverables
- Live systemRequirements specificationMigration and test documentsOperating proceduresBusiness process flow and rules (to-be)Integrated data platform designMaster data integration and matching rulesERP and CRM integration specification
See details
| Client challenge | You want to introduce or replace a system, but no one can carry it from requirements through go-live and adoption. Or no one fully understands the existing system. |
|---|---|
| Value proposition | Go-live is not the goal. Setting the business flow and rules first, then defining requirements, and having the same team stay until the system is used prevents tools that no one adopts. |
| Scope of services | Business process and rule review and standardization; ERP, CRM, and other business system rollouts; mapping and modernizing existing systems; data integration; business process automation and AI. From requirements and design through migration, testing, and go-live. |
| Approach | We start by inventorying operations and organizing rules, then get the minimum scope running quickly and expand while people use it. From improving existing tools to new systems, we choose the means by cost and benefit. |
| Deliverables | Live system, requirements specification, migration and test documents, operating procedures, business process flow and rules (to-be), integrated data platform design, master data integration and matching rules, ERP and CRM integration specification |
| Business outcomes | Operations run as a system rather than depending on specific people. Data is consistent and usable for decisions. |
| Engagement model | Delivered as a project from requirements to go-live. The team is formed based on scope. |
| Related services | Preceded by IT Transformation; after go-live, continues in Portfolio Operations & Optimization. |
Portfolio Operations & Optimization
We help portfolio companies improve operational efficiency, control technology costs, and keep optimizing the systems and processes established after the acquisition. Our scope is IT and operations, not portfolio management as a whole.
- Challenges we address
- Maintenance costs are high. Quality analysis and vendor management depend on specific people. The system you introduced isn't being used.
- What we do
- Improving operations and maintenance processes
- Reviewing IT costs and vendor contracts
- Adoption and KPI monitoring
- Key deliverables
- Operating rulesIssue and improvement logOperational KPIsCost review proposalEvidence for management figures (where each number comes from)
See details
| Client challenge | Maintenance costs are high. Quality analysis and vendor management depend on specific people. The system you introduced isn't being used. |
|---|---|
| Value proposition | Most of a system's cost arrives after go-live. Continuously reviewing operations keeps costs down while improving business results. |
| Scope of services | Improving operations and maintenance processes; reviewing IT costs, licenses, and vendor contracts; adoption support; KPI monitoring; addressing quality issues. |
| Approach | We measure how operations actually run, then make small improvements starting where the effect is largest. Person-dependent work is standardized and replaced with AI and automation where it fits. |
| Deliverables | Operating rules, issue and improvement log, operational KPIs, cost review proposal, evidence for management figures (where each number comes from) |
| Business outcomes | Lower operating costs and stable quality. Operations keep running when people change. |
| Engagement model | Delivered as ongoing support, with regular reviews of issues and improvement priorities. |
| Related services | Preceded by Business Process & Technology Implementation; if a larger overhaul is needed, continues in IT Transformation. |
Understand the operations and data behind the numbers.
Starting from management materials and reported figures, we examine business processes, data, and systems, identify issues and room for improvement, and support the work end to end, from setting priorities through implementation and operations.
- 01
Facts
We clarify how figures are defined and calculated, and where the risks sit.
Key deliverables
- Risk register
- Current-state assessment of systems and data
- Definitions and calculation basis for management metrics
- 02
Priorities
We rank initiatives by profit impact and difficulty of adoption.
Key deliverables
- Prioritized initiative list
- Transformation roadmap
- Investment and execution plan
- 03
Implementation & Operations
We build the systems and process changes that hold in daily operations, and track results against the KPIs defined in Facts: operating cost, process efficiency, management visibility, and reporting reliability.
Key deliverables
- Implemented systems and data platform
- Business process flows and rules (To-Be)
- Operating procedures and management rules
How to get started
- 01
Initial discussion
After you reach out, we share our company overview and a summary of our services. In a first conversation, we hear your current situation, challenges, and background. No detailed internal information is needed at this stage.
- 02
Discovery & assessment
If you'd like to go further, we sign a non-disclosure agreement. You then share workflows, system landscape, data, and operating documents, and we meet with the people involved.
- 03
Scope & proposal
Based on what you shared and our meetings, we organize your current challenges and prepare a proposal covering actions, priorities, approach, and team. There is no charge at this stage.
If the proposal works for you, we start formal support in whichever of the four areas of support you need.
Frequently asked questions
- Can we engage you for just an assessment, or just an implementation?
- Yes. Our four areas of support (assessment, strategy, implementation, and operations) can start from any phase, depending on your current challenge. We also take on engagements limited to a specific part of the process, such as only an IT environment assessment, or only requirements definition and implementation.
- Can you help while we are considering an acquisition or investment?
- Yes. We objectively assess the target company's IT environment, technical debt, and the hidden costs of system integration, and present a report you can use directly as input for M&A and investment decisions.
- Will your proposal assume a specific product or system?
- No. We make proposals from a neutral position, independent of any specific product or vendor. Based on your business requirements, we compare options from improving existing systems to introducing new ones, and select the means that offers the best cost-benefit and will take hold on the front line.
- How are the timeline and team decided?
- After the first meeting, we propose the best approach based on the difficulty and scope of the challenge. From short assessments to medium- and long-term system implementations, we propose a team that fits the scope.
- Do you sign a non-disclosure agreement (NDA) in advance?
- Yes. To discuss specific challenges and internal data, we proceed after signing a non-disclosure agreement.
Contact Us
Get in touch
Whether it's a deal under review or IT and operational issues at a portfolio company, tell us where you are today.