Private equity
Technical due diligence and post-close integration
For sponsors and portfolio companies. The question underneath the data room is whether this architecture and this team can carry the hold period, and what it costs to fix what can't.
Most of that answer isn't in the code. It's in how the platform was decided on, what the org can actually absorb, and which constraints were traded away to get here. I've run the integration side across four acquisitions, and that's the read I bring to this.
Where this helps
Four points in the deal
Pre-LOI technical diligence
An early read on the platform, the team, and the risks worth pricing, while there's still room to price them. The same category of gap that surfaces later in a compliance review for an enterprise or government buyer.
Confirmatory diligence
The deeper pass once the deal is real. Architecture. Security and compliance posture. Delivery capability. And the gap between what the roadmap says and what the team can carry, measured against four acquisitions' worth of integration work.
Post-close integration
Platform, infrastructure, and org integration after the deal. This is the part that quietly eats a roadmap year: the same platform work that, done well, cuts cost without trading away reliability.
Portfolio company assessment
A technology read on a company already in the portfolio, between board cycles, when something isn't moving the way the thesis assumed: the same product-continuity question that matters most right after close, applied a year or two in.
Background
Integration experience
Prior executive role · integration, security and platform
Technology and organizational integration across four acquisitions, covering product continuity, shared platforms, infrastructure consolidation, and team alignment. Alongside that: security and compliance programs built for enterprise and government buyers, and platform work that cut cost without trading away reliability.
I've been on both sides of a software acquisition. In 2011 I was one of ten people chosen to take TRIRIGA through sell-side diligence with IBM, covering platform development, code quality, and customer technical operations. Later I ran the buy side, bringing four companies in. The review is one part. Knowing what the first year after close actually asks of a team is the other.
Those calls are written up on the consulting home, in the same format as everything else here: situation, decision, what got refused, what it returned.
Next step
Bring the question early.
There's no obligation either way.
Thirty minutes to talk through the asset, the timeline, and whether I'm the right fit. If I'm not, you'll hear that in the first call, and I'll point you at who is.
Technical diligence from NLT Labs is a technology assessment. It's not investment, legal, tax, accounting or valuation advice, and no opinion is offered on the merits or pricing of any transaction or security; the client remains solely responsible for its investment decision. Diligence reports are prepared for the named client and may not be relied on by any third party without written agreement.
Prefer to write? hello@nltlabs.ai