Technology due diligence
Know what the technology really means for the deal.
A technology due diligence review should not only list risks. It should explain what those risks mean for enterprise value, management control, integration, carve-out feasibility and the 100-day plan.
Assessment scope
CIOatWork reviews the technology estate from a board and investment perspective. The objective is to reveal operational dependencies, cost drivers, capability gaps and value creation opportunities.
Deliverables
Board-level findings with operational next steps.
| Output | Purpose |
|---|---|
| Technology risk register | Identifies the risks that can affect valuation, deal terms, operations or future investment. |
| Value creation opportunities | Shows where systems, data, automation, AI, vendor control or delivery improvement can improve EBITDA or scalability. |
| 100-day technology plan | Prioritises what management should execute first after signing or after intervention. |
| Investment and remediation estimate | Separates urgent spend, optional improvements and avoidable waste. |
| Management narrative | Creates a clear story for board, lenders, investors and future buyers. |
The difference
Generic due diligence can become a checklist. CIOatWork looks at the actual investment problem: what will fail, what will cost money, what can be improved, who must own it and how it changes the route to value.
“The technology question is rarely just whether the systems work. The real question is whether management can use them to scale, control and exit the business.”