Technical Due Diligence
Test management claims, architecture, product maturity, engineering capability, security, scalability, technical debt and critical dependencies against the investment thesis.
Explore due diligence →Technology advisory for investors & M&A
Understand the technology behind the investment.
Independent CTO-level insight for investors, acquirers and portfolio teams. Test technology claims before a transaction, expose risks that affect the investment thesis, and turn technology into a practical post-deal value-creation agenda.
Technology in investment terms
Good technology diligence is not a code review with a red-amber-green table attached. The useful question is how architecture, product, people, delivery, security, data and suppliers affect growth, cost, risk, execution and exit.
Across the investment lifecycle
From “should we invest?” to “what do we do now?”
Engagements can be a focused independent review or continuing technology support across a transaction and ownership period.
Technology Risk & Investment View
Separate material issues from ordinary technical imperfection. Identify unknowns, remediation requirements, likely investment needs and execution dependencies before commitment.
Technology 100-Day Plan
Translate diligence findings and the investment thesis into sequenced priorities across leadership, delivery, architecture, security, suppliers, data and operating model.
Portfolio Technology Advisory
Independent CTO-level support for boards and portfolio teams: transformation, leadership gaps, delivery recovery, major technology decisions and periodic health checks.
Technology Value Creation
Connect technology to revenue, margin, scalability and strategic capability through automation, product expansion, platform modernisation, data and credible AI opportunities.
Prepare for Scrutiny
Address technical debt, evidence gaps, resilience, IP ownership, documentation, metrics and key-person dependencies before they become somebody else's diligence findings.
Questions worth answering
The uncomfortable questions are usually the useful ones.
Can the platform support the growth assumed in the investment case?
How much future investment is hidden inside “technical debt”?
Is delivery slow because of technology, leadership, process or all three?
What happens if the CTO or two key engineers leave?
Who actually owns the code, infrastructure, data and deployment capability?
Are security and compliance controls evidenced, or merely described?
Where could technology materially improve revenue, margin or scalability?
FORGE™ Investor Toolkit
Supporting investors around risk, opportunity and capability for technology startups
Based on the FORGE™ framework, the Investor Toolkit is set of lightweight tools to help investors frame technology questions before conducting deeper diligence, helping to guide structured observations and investigation priorities.
In development
01
Technology Investment Lens
Build an initial technology risk map from the company, platform, team and transaction context, then generate targeted questions for management and diligence.
Risk map · Investigation priorities · Management questions
Planned
02
100-Day Technology Planner
Turn known risks, growth objectives and the investment thesis into an initial post-deal technology agenda.
0–30 · 31–60 · 61–100 day priorities
Planned
03
Technology Value-Creation Mapper
Explore where technology could contribute to revenue, margin, scale, risk reduction and exit readiness across a portfolio business.
Value levers · Dependencies · Areas to validate
The tools are deliberately indicative. Investment decisions require evidence, context and professional judgement; automated output should help sharpen the questions, not manufacture certainty.
Who this is for
Independent technology judgement when the commercial stakes are real.
Private equityVenture capitalFamily officesSearch fundsCorporate developmentM&A advisersPortfolio operationsBoards & founders
Independent. Senior. Practical.
Bring technology into the investment conversation before it becomes a post-deal surprise.
Start with the transaction, the investment thesis and the questions already keeping the deal team awake. The scope can stay tightly focused or extend into 100-day planning and portfolio support.
Discuss the situation