Technology Due Diligence

A deal is moving and technology is material to it. The target's claims — about the platform, the team, the roadmap — need testing by someone who has built and run what is being described. Or the acquisition has completed, the reality differs from the data room, and someone needs to size the gap before it sizes itself.

Pre-close or post-acquisition. Data room review, management interviews, and the systems themselves where access allows. Assessment of architecture, engineering team, delivery capability, security, technical debt, and what the promised roadmap will actually cost. Turnaround is agreed up front and held — and findings are reported as they emerge, not saved for the final document.

A written assessment, commercially framed: what is there, what it would cost to fix or to scale, and what that means for the deal. A risk register with sizes against it, separating what is negotiable now from what becomes expensive later. A view on the team — where the knowledge actually sits, and what leaves if certain people do.

The investment decision rests on evidence rather than the target's narrative. Surprises move from post-completion, where they are losses, to pre-signing, where they are negotiating positions.

Pre-close technology due diligence and post-acquisition technology governance for PE-backed businesses and scale-ups at Series A–C. Neil Catton, GCG's Chief Technology Officer, leads it: thirty-eight years in technology across more than twenty sectors, and a former chief information security officer — the security assessment is not subcontracted.