From Assessment to Execution
We identify operational risk before the deal closes and resolve it after. One firm. One methodology. Complete continuity.
Financial models reveal what a business earns.
They rarely reveal how.
Operational due diligence examines the structures, dependencies, systems, and governance frameworks that sit beneath the headline numbers. It answers whether the business can actually execute its strategy, retain its people, and survive the disruption of a transaction.
We exist because these questions are too important to be treated as an afterthought in the deal process. Every engagement we take on begins with this premise: the operational realities of a business are what determine whether an investment thesis succeeds or fails.
Five Dimensions. One Integrated View.
Every assessment examines five interconnected operational dimensions that together determine whether a business can withstand the disruption of a transaction.
Operational Due Diligence
A structured, hypothesis-driven assessment of the operational realities that financial audits and legal reviews do not cover. Bespoke to the deal thesis. Designed to give investors clarity, confidence, and a basis for negotiation.
Scoping and Alignment
We begin with the deal thesis. Every assessment is shaped by what the investor needs to know, not a generic checklist. We define the scope, agree on priorities, and establish the reporting framework before any fieldwork begins.
Operational Deep-Dive
Structured on-site engagement with management, key personnel, and operational teams. We assess how the business actually functions: the processes, dependencies, decision-making patterns, and institutional knowledge that underpin day-to-day performance.
Risk and Dependency Mapping
We identify where the business is vulnerable. Key-person dependencies, undocumented processes, governance gaps, system limitations, and customer or supplier concentration. Each risk is assessed against its potential impact on deal value and integration complexity.
Commercial and Strategic Analysis
We examine whether the commercial model can withstand change. Margin sustainability, contract transferability, competitive positioning, and regulatory exposure. This is where operational findings connect directly to the investment thesis.
Findings and Roadmap
We present a clear, prioritised set of findings, not a 200-page report. Each finding is tied to its commercial significance, accompanied by a recommended course of action and an honest assessment of implementation complexity.
Assessment Without Implementation Leaves Value on the Table
Most firms assess or implement, but rarely both. We offer both because the team that identifies the risks is best placed to resolve them. This continuity eliminates the handover problem: the gap between diagnosis and action where deals lose momentum and findings gather dust.
Integration and Professionalisation
For transactions that proceed, we transition from assessment to hands-on operational execution. The focus shifts from identifying what needs to change to making it happen.
Governance and Structure
Designing and implementing governance frameworks, board structures, reporting lines, and accountability mechanisms that formalise how the business operates and makes decisions under new ownership.
Systems and Process
Addressing operational infrastructure: ERP, CRM, and workflow systems, standard operating procedures, data integrity, and the documentation that enables the business to function independently of any single individual.
People and Capability
Supporting leadership alignment, management development, knowledge transfer, and the cultural integration that determines whether an acquisition's people strategy succeeds or fails.
Performance and Accountability
Establishing measurement frameworks, KPIs, and reporting structures that allow investors and management to track progress, identify problems early, and hold teams accountable for outcomes.
How We Work
Our approach is built around three principles that inform every engagement.
Deal Thesis First
Every assessment begins with the investor's objectives. We design each engagement around what matters to the specific transaction, the specific buyer, and the specific value creation plan. No generic checklists. No one-size-fits-all scoping.
Practitioner-Led
Our work is led by senior practitioners with direct operational experience. People who have run businesses, managed P&Ls, and built the systems they now assess. We work exclusively with experienced specialists, never junior consultants.
Findings That Drive Action
We deliver clear, commercially relevant findings, not academic reports. Every observation is tied to its impact on deal value, accompanied by a realistic assessment of what it takes to address, and prioritised by urgency and feasibility.
Flexible Engagement Models
We structure engagements around the transaction, not around rigid service packages.
Pre-Deal Assessment
Standalone operational due diligence ahead of an acquisition or investment decision.
Assessment and Integration
End-to-end support from pre-deal assessment through post-acquisition implementation.
Integration Support
Hands-on operational support for transactions where due diligence has already been completed by another party.
Interim Leadership
Senior operational leadership embedded within the portfolio company during critical transition periods.
Let's Discuss Your Transaction
Whether you are evaluating a target, planning an integration, or need operational clarity before committing capital, we welcome the conversation.
Whether you are a private equity firm, a family office, or a search fund operator preparing to step into a founder-led business, the conversation starts the same way.
Get In Touch