Services
Two engagements for sponsor-backed platforms. One tells you what an acquisition will actually take to integrate. The other builds the standard every add-on inherits, so the next one takes weeks instead of quarters.
The problem
Financial diligence tells you what the target earned. It doesn't tell you what it will take to run it alongside everything else you own.
What we do
We show how quickly the target's numbers can sit beside the platform's, what it will take to get there, and what can be automated or retired along the way, before you sign.
How we work faster
We're operators first. We understand how a business runs day to day, and we've built our practice around using AI and automation to make operations measurably more efficient. In diligence, that means we see quickly where the work is manual, what can be automated, and what the target will really take to integrate.
This is for you if
What you get
Where operational and financial truth actually lives inside the target, system by system, including the spreadsheets doing load-bearing work.
What talks to what, what is moved by hand, and what depends on one person who may not stay.
What it takes to bring the target's data into the platform's reporting layer, costed and sequenced, with the work that cannot be deferred called out.
What can be automated with AI, what software and contracts can be retired outright, and the savings each one unlocks. Savings you can see before close are savings you can underwrite.
The integration sequence, with pre-close dependencies separated from post-close work so nothing load-bearing is discovered after signing.
Written to be read by people who were not in the process, not a deck that needs us in the room to explain it.
Why us
On a recent engagement inside a private equity backed multi-site platform, we mapped 110 workflows node by node across two separate systems, surfaced 22 defects in live operations, then re-verified every finding against the live environment. That pass caught two further defects that had been running in production. Two working days, start to finish.
Most sponsors start with one or the other. When they run in sequence, the pre-close assessment becomes the integration plan, so the work starts the week the deal closes rather than the quarter after it.
The problem
Add-ons close faster than they get integrated. Each keeps its own systems, nobody sees consolidated numbers without building them by hand, and the value creation plan slips a quarter at a time.
What we do
We build one standard for how the platform runs, then bring each add-on onto it in two to four weeks.
How we work faster
We're operators first, and fluent in AI and automation. We know where operations lose time and how to use AI and automation to win it back. Building the platform standard is that skill applied once, carefully. Then every add-on is brought onto it in two to four weeks, dramatically reducing the integration debt each acquisition brings with it.
This is for you if
How it runs
Three to four weeks
A full map of how the platform and its existing add-ons actually run. Every system, every manual handoff, where the numbers originate and where they break, and what a single reporting layer would need to connect to. Ranked by impact on time and margin.
Eight to twelve weeks, phased, with milestone gates
Consolidated reporting that updates itself, so leadership sees current numbers without anyone entering them twice. Per-unit economics that reconcile to the source rather than to a modeled average. Reporting that arrives on a fixed rhythm instead of when someone has time to build it. The automation estate you inherited mapped, verified, documented and owned by you.
Two to four weeks per add-on
Once the standard exists, each new acquisition is brought onto it. Its data flows into the same reporting layer. Its workflows match the model. Leadership sees it beside everything else, from the first month rather than the third quarter.
Monthly, through the hold period
Standing capacity against the value creation plan through the hold period.
Optional
Most integration work starts by replacing the acquired company's systems. That is the step that stretches timelines, and the step the acquired team resists hardest.
We can work the other way. Leave the add-on's systems where they are and project their data into one reporting layer, so nobody changes how they work and consolidated numbers arrive in weeks. Staff keep entering the same fields they always have, and a full dated ledger appears behind them.
If consolidating onto a single platform is the right call, we do that too. The point is that it becomes a decision you make on the merits, rather than a prerequisite you pay for before seeing any benefit.
Why us
On the same platform, a spreadsheet carrying roughly 1,660 hand-maintained formula cells became a reporting layer that reflects a change in about ten seconds. Once that standard existed, bringing the second operating site onto it was a configuration rather than a rebuild.
How we handle your data
Healthcare, financial and legal platforms are a large share of this market. This is how we work before anyone asks.
Where regulated records are involved, our pipelines connect only to de-identified aggregates. Protected information does not cross into the reporting layer, because the only path out carries aggregates.
A restricted record is excluded structurally, not by a policy someone has to remember. On a live engagement, calls belonging to a protected patient population are gated out of the marketing system by the pipeline itself.
A business associate agreement is treated as load-bearing. No build touches protected data before it is executed.
Messaging is carrier-registered, with consent structured as transactional disclosure rather than a checkbox that would compromise it. Recording consent is handled explicitly in two-party consent jurisdictions.
We do not change anything in a live system until you approve it in writing. Audits run read-only by default.
Before anything reaches you, we re-pull the live environment and check our own work against it. On the engagement above, that pass confirmed every original finding and surfaced two more defects that had been running in production.
Worth knowing: there is no such thing as HIPAA certification. Any vendor claiming it is telling you something that does not exist. What matters is the architecture, an executed agreement, and whether the boundary holds when someone makes a mistake.
What we do and do not do
A large firm will map your operation and hand you a recommendation. Executing it is a separate engagement, often with a separate vendor, and the gap between the two is where most of the value leaks out.
We do both. The assessment exists to make the build accurate. The build is what you are actually buying.
What we do not do
Tell us what the platform runs on today and where the numbers come from. We will tell you what we would do about it, and whether it is worth doing.
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