Topic · 29 chapters
How technology choices shape M&A value through cost baselines, synergies, ERP decisions, execution timing, and focused investment.
01
Pre-deal and tech due diligence ·
How technology creates or destroys value in M&A, and how to turn the deal thesis into technology gates, dates, and a sequenced plan that protects Day-1.
02
Pre-deal and tech due diligence ·
How tech due diligence changes investment outcomes: use it to move price, value timing, and Day-1 decisions before the deal model hardens.
03
Pre-deal and tech due diligence ·
A deal team guide to using sell-side diligence to speed the process—without confusing “a clean story” with an executable plan.
04
Pre-deal and tech due diligence ·
What good IT due diligence looks like: five evidence-backed artifacts that turn findings into price, timing, and a Day-1 plan you can execute.
05
Pre-deal and tech due diligence ·
How tech due diligence differs between private equity and corporate buyers, and how to set scope, outputs, and decision triggers for each.
06
Pre-deal and tech due diligence ·
A fast-cycle tech diligence playbook to pick the few questions that set the deal clock, cash needs, and downside protection.
07
Pre-deal and tech due diligence ·
Seven tech due diligence red flags that should force a walk, reprice, or restructure call, with the evidence to ask for and decision triggers.
09
Pre-deal and tech due diligence ·
How application due diligence finds the systems that set the deal clock, turns technical debt into mandatory cash, and protects value before signing.
10
Pre-deal and tech due diligence ·
How infrastructure and cloud due diligence tests cost, scalability, control, and recovery, and when the findings should change price, terms, or timing.
12
Pre-deal and tech due diligence ·
How data due diligence tests whether management reporting, data quality, and KPI logic can support the investment thesis after close.
13
Pre-deal and tech due diligence ·
An ERP due diligence method to test when system fit, condition, and change capacity should alter the investment case, one-time cash, or integration plan.
15
Pre-deal and tech due diligence ·
An IT due diligence approach for normalizing IT run-rate, separating mandatory spend from upside, and protecting the EBITDA case before signing.
17
Pre-deal and tech due diligence ·
Where AI can compress tech due diligence work, where it creates false confidence, and how deal teams should govern AI-assisted findings.
18
Pre-deal and tech due diligence ·
How buyers can use AI-assisted codebase analysis in tech due diligence to find application risk faster without unsupported conclusions about code quality.
19
Pre-deal and tech due diligence ·
Where AI can improve cyber, data, and operational risk detection in diligence, and how to keep the outputs tied to deal decisions rather than noise.
20
Pre-deal and tech due diligence ·
A deal-team checklist for using AI in diligence without creating false precision, data leakage, weak attribution, or unsupported investment conclusions.
21
Deal structuring and pre-close planning ·
A deal-team method for turning tech due diligence findings into price, timing, and funding decisions in the investment thesis before you sign.
22
Deal structuring and pre-close planning ·
Turn technology diligence findings into owned actions, decision gates, funding, and Day-1 protection before the transaction closes.
23
Deal structuring and pre-close planning ·
Design transition service agreements around the exit path, service economics, and business outcomes so temporary support does not become a value trap.
24
Deal structuring and pre-close planning ·
A deal-team method to separate one-time implementation cash from the run-rate IT cost base so synergies, TSA exits, and EBITDA timing are underwritten.
29
Day-1 readiness and transition services ·
Translate the exit plan into service schedules, measurable rights, commercial controls, and acceptance gates that keep a TSA temporary and operable.
30
Day-1 readiness and transition services ·
Control post-close TSA dependencies with evidence-based exit waves, buyer capability gates, and cost decisions tied to value timing.
31
Day-1 readiness and transition services ·
Set up TSA governance that separates service operations from exit decisions, assigns accountable owners, and stops cost and risk drifting after close.
33
Post-deal integration and separation execution ·
How to run the IT work as a deal program—clear owners, decision cadence, and value gates—so you exit TSAs on time and capture value without outages.
39
ERP and core systems transformation ·
How deal teams can decide when ERP is a value accelerator, a constraint on the thesis, or mandatory cash before the first 100 days are over.
40
ERP and core systems transformation ·
A decision framework for choosing one ERP, multiple ERPs, or a staged model without turning ERP standardization into a value-delay program.
43
ERP and core systems transformation ·
How to test whether ERP can support plants, inventory, costing, quality, and supply chain changes before manufacturing deal value slips.
45
ERP and core systems transformation ·
How to sequence procurement, supplier, inventory, and logistics systems so sourcing value does not get trapped behind data and process gaps.
46
ERP and core systems transformation ·
A deal-timing framework for deciding when ERP transformation should happen, what must wait, and how to avoid turning Day-1 into an ERP program.