Each acquisition marks the start of a journey

The road ahead can be uncertain. Reducing the number of ‘unknowns’ pre-transaction can make the difference between success and failure.

We bring 22 years’ experience in setting up and driving large scale transformational change for our clients to your operational due diligence process mitigating any associated risks from the both transactional as well as operational activity.

We help you identify where the implementation challenges may lie in driving performance improvement.

We give you the confidence that, when it comes to risk assessment, your post-transaction plans are well grounded and reflect the operational reality of the transactions.

Enhancing your due diligence without duplicating effort

Our operational due diligence services are designed to work alongside other due diligence exercises that are the requirements of the governing body and the authorities being already in commission.

·     Your commercial due diligence will focus on analysing the external market.  Our operational due diligence will turn inward, to evaluate how well articulated the target’s strategy is, how aligned the executive are, and how strategic investments are governed and executed.

·     Your financial and legal due diligence will analyse current performance and future projections.   Our operational due diligence will assess the link between financial and operational performance, looking at the key levers in the business and the performance management routines that drive outcomes.

·     You will complete management due diligence to assess strengths and weaknesses and their ability to lead  the organisation. Our operational due diligence will evaluate management’s track record in driving the type of transformational change that underpins your investment plan.

·     Your due diligence will likely include a scan of the external world including environmental, political, societal and regulatory factors. Our operational due diligence will review any risks inherent in the customer or supplier landscape and the ability of your target to maximise the value of its customer and supplier relationships.

Let’s start with strategy

The assessment begins with understanding the current strategy and any significant strategic shifts you envisage post-transaction. We will review the articulation of strategy and executive team alignment with strategic drivers.