Diligence misses operational dependencies
Critical systems, licences, cyber exposure or supplier constraints are discovered too late.
SOLUTION / MERGERS + ACQUISITIONS
Make technology integration part of the deal strategy.
Technology support across the M&A lifecycle: identifying risk before close, protecting Day 1 operations and moving the acquired business toward one scalable operating model.
LINK—IT / SOLUTION MAPACTIVE
From deal risk to post-close value.
PREDiligenceUNDERSTAND
D1ContinuityPROTECT
30StandardiseCONTROL
90+OptimiseVALUE
01 / THE PROBLEM
The cost of an acquisition includes the complexity you inherit.
Technology decisions made before and immediately after close determine how quickly an acquisition can join the group, how much duplicate overhead remains and where unexpected risk appears later.
Day 1 is improvised
Identity, support, communications and access rely on temporary fixes with no exit plan.
Integration stalls
ERP, data and process decisions are repeatedly deferred because BAU always feels more urgent.
02 / SOLUTION
A technology workstream across the full deal lifecycle.
A focused set of capabilities built around the business outcome, with clear ownership from decision through delivery.
Pre-deal technology diligence
Identify material systems, contracts, cyber risk, data issues and integration implications.
Integration planning
Define Day 1 priorities, target architecture, workstreams, owners and the 30/60/90-day plan.
Day 1 continuity
Protect access, support, connectivity and critical business operations as ownership changes.
ERP & data integration
Move the acquired business toward the group system, master data and reporting standards.
Cyber & supplier transition
Bring identity, endpoint security, policies, suppliers and controls into the target model.
Post-close optimisation
Remove duplicate systems and temporary processes once the business is stable and integrated.
03 / DELIVERY
Direction that turns into execution.
We keep the model deliberately simple: understand the constraint, define the target state and stay accountable for getting there.
Understand
Surface the technology and operational dependencies before they become surprises.
Integrate
Stabilise Day 1, standardise the backbone and maintain clear governance.
Realise
Retire duplicate complexity and turn the integration into repeatable capability.
04 / PROOF
Work should move a number.
The outcome may be time removed, faster decisions, better control, lower risk or commercial value, but transformation should show up somewhere measurable.
RELEVANT PROOF0-90
a structured integration window
Stabilise the critical technology workstream, standardise the backbone and make the path to target state explicit.
THE LINK—IT PRINCIPLE
Commercial before technical.
We start with the business outcome, then choose the architecture, systems and delivery approach required to create it.
Explore our work05 / GOOD FIT
When this becomes urgent.
Diligence
A target business needs a technology risk assessment.
Day 1
Close is approaching and continuity needs a structured plan.
Post-Close
An acquisition remains technically or operationally separate.
Programme
A buy-and-build strategy needs a repeatable integration model.
06 / QUESTIONS
What leadership teams usually ask.
01What should technology due diligence cover?+
At a minimum: critical applications, infrastructure, identity, cyber controls, contracts, licences, data, technical debt, support model, business continuity and the likely cost or complexity of integration.
02What belongs in a Day 1 technology plan?+
Anything required to trade safely and communicate effectively on day one: access, support, connectivity, key applications, security, user communication, escalation and known transitional dependencies.
03How quickly should systems be consolidated after an acquisition?+
It depends on risk and platform complexity, but the target state and sequencing should be decided early. A 90-day model is useful for stabilising and standardising the highest-priority areas even when larger migrations continue beyond it.
07 / NEXT
Related capability and thinking.
Build the technology your next stage needs.
Thirty minutes to understand the constraint, where technology is getting in the way and whether Link-IT is the right fit.