Know what you are acquiring before you own it.
Technical due diligence examines a target's technology the way the deal team examines its books: condition, capability, exposure, and the risks that will surface after signing, reported with evidence.
When to bring this in.
- A transaction is in motion
- Investment, acquisition, or merger: the technology is part of the price, and its condition is part of the risk.
- The data room says little
- Documents describe intent. Diligence reads the system, the code, and the delivery reality behind them.
- Integration will follow
- What it will take to connect or absorb the target belongs in the decision, not in the surprise.
What we examine.
- Architecture and codebase condition
- Structure, quality, and the debt that will bill later.
- Delivery capability
- How the team actually ships: cadence, process, and what leaves with the people.
- Scalability and reliability
- Whether the system can carry the plan it is being bought for.
- Security and operational exposure
- The incidents waiting in the surfaces, dependencies, and practices.
- Technical debt and modernization needs
- What must be spent after closing, and when.
- Key-person, vendor, and dependency risk
- What the business quietly depends on, and how replaceable it is.
What you receive.
- A condition report
- The technology as found, evidence attached.
- Ranked risks
- Each with likelihood, consequence, and the cost of carrying it.
- Post-deal implications
- What integration and remediation will demand.
- An examinable record
- Findings the deal team can defend to its committee.
How it runs.
- Frame
- Agree scope, access, and the questions the deal turns on.
- Examine
- Architecture, code, operations, and the delivery organization.
- Compare
- Findings weighed against the plan the deal assumes.
- Recommend
- Risks ranked, with what would retire each.
- Record
- The diligence report, written for the committee and for the day after.
Who this is for.
- Typical deal
- Lower mid-market, roughly €5M to €50M enterprise value or the equivalent: the size where a principal engineer reading the code beats a large bench.
- Typical buyer
- The deal lead, operating partner, board, or lender. The buyer commissions the review; the target's CTO and engineering team provide evidence and context.
- The moment
- A signed LOI, an approaching investment-committee decision, or a short diligence window in which technical risk must be sized before signing.
- Not the right fit
- Large-cap, multi-workstream processes requiring audit-firm assurance, or engagements seeking a predetermined conclusion.
Examine before you sign.
Say what the deal assumes about the technology. The review tests exactly that. Due diligence typically runs two to three weeks inside the deal window; timing follows the evidence and access the target provides.