For private equity

Due diligence that sees the whole business. Then creates the value.

Financial due diligence tells you the numbers. It doesn't tell you whether the operations are sound, whether the people who matter are about to walk, or where AI could lift the value once you own it. We assess all of it, as rigorously as the finances, in a fraction of the time.

The gap in most diligence

You buy on the financials because they're the part you can see. The risk is in the parts you can't.

A balance sheet won't tell you that the business runs on two people who are quietly looking elsewhere, that its systems are held together by hand, or that half its admin could be automated. Those are where value leaks and deals disappoint, and they're rarely assessed with the same rigour, because until now it was slow and expensive to do so. It isn't anymore.

The pre-deal review

A full picture, across five pillars, in under two weeks.

We run the target through the same holistic review we run for founders, scored, and pointed at the questions a buyer actually needs answered.

How the business really runs, what's fragile, and where the margin leaks: the processes a data room never shows.

The revenue engine under the numbers: concentration, retention, pipeline reality, and how defensible the growth story is.

The numbers in context: where the money truly goes, what the margins say about the operating model, and what changes after the deal.

A rigorous culture and key-person read: who really matters, who's a flight risk, and what walks out the door if you're not careful.

Whether the systems and data can carry the value-creation plan, and where automation or AI would lift margin after the deal.

Culture assessed as seriously as the balance sheet. Most acquirers skip it because it's hard to measure. We make it a measured part of the diligence, not a footnote, delivered with specialist people-and-culture partners.

The EBITDA line

Every move maps to EBITDA.

Not AI transformation in the abstract. Each intervention is chosen and sequenced because it moves a number the fund is accountable for, then measured against its baseline as it lands.

Intervention

One workflow, rebuilt where it pays: quoting, reporting, approvals, service delivery.

Operating metric

Hours out, throughput up, decision latency down, measured against the pre-deal baseline.

EBITDA impact

Cost out of the cost base, capacity back into revenue, margin into the P&L.

Multiple effect

Durable, evidenced operating improvement a buyer can diligence at exit, not a story.

How it's measured

A story is unfalsifiable. A ledger is not.

Every intervention enters the ledger with its before-and-after: the metric moved, what it cost, what it returned, and the EBITDA line it touched. The fund sees weekly insight in board format across the hold period, so the value-creation story at exit is evidence, not narrative.

After the deal

The diligence becomes the value-creation plan.

Nothing gets thrown away. The review that helped you decide becomes the ranked roadmap for the first hundred days: what to fix first, what each move is worth, and where AI takes cost out. Then we can build it, in weeks, not a multi-month programme.

Screen

Pre-deal, a fast holistic read of the target, so you know what you're buying and what it's really worth.

Create

Post-close, the roadmap turns into implemented value: leaner operations, lower cost, AI where it pays.

Repeat

Run it across the portfolio. Every engagement sharpens the playbook, so the next one is faster and better.