Services
Technical judgment, whether or not there's a deal.
Engagements can stand alone or work together: deal-driven diligence, integration, and divestiture; or advisory on how software gets built and how AI is adopted across the business.
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M&A Advisory
Target identification, engineering and technical due diligence, and technical coordination through integration or divestiture, for enterprise technology companies pursuing acquisitions, carve-outs, and sales.
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Target identification
Sourcing and evaluating acquisition candidates against strategic and technical fit.
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Technical due diligence
Assessing a target's engineering organization, architecture, and technical estate before close, to identify risk, debt, and integration complexity. That assessment includes how AI is embedded in both the product and the development process.
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Post-merger integration
Technical and organizational integration after close, bridging Engineering and IT with the stakeholders driving the deal. Scope runs from executive coordination to embedded day-to-day involvement.
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Divestiture & carve-out
Technical leadership for separating and standing up a divested business, whether it is spun out as a standalone company or sold to a strategic acquirer, at whatever depth the deal requires.
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Engineering & AI Advisory
Standalone advisory on how software gets built and how AI gets adopted, independent of any M&A transaction and informed by direct experience running large, global development organizations that release enterprise-class software.
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AI adoption & enablement
Guiding AI adoption across the business, not just engineering, grounded in technical expertise on where these tools fit and where they don't.
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SDLC advisory
Designing or refining the software development lifecycle to fit the organization's scale and product model.
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Release process design
Agile, waterfall, or hybrid transformation, and release practices that hold up under real operating conditions.
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Technical organization evaluation
Assessing organizational structure, technical health, and delivery capability, then identifying where it needs to change.
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Cloud & AI FinOps
Cutting cloud and AI spend without cutting capability: the right cloud architecture and the right AI models, applied with repeatable results.
How Engagements Work
Scoped to the work.
Every engagement starts with a scoping conversation that fixes the questions to answer, the timeline, and what gets delivered. Beyond that, the three kinds of work run differently.
M&A Diligence
Technical diligence can run anywhere from weeks to months, driven by the size of the target, how much of the technical estate is in scope, and what the deal timeline allows. Findings come back in the form the deal team already works in: a written assessment, working sessions, or input into materials already in use. What the client gets is a clear read on what the engineering reality means for the deal.
Integration & Divestiture
Integration and separation timelines track the deal, and deal variance is substantial enough that there is no useful standard duration. Each engagement is built around the transaction: what has to separate or combine, which milestones matter, and how much of that needs someone technical sitting between Engineering, IT, and the deal team. That is the practice's core experience — close to a decade on the technical side of transactions in both directions.
Engineering & AI Advisory
Engagements are scoped to what's needed — sometimes a defined, fixed-length piece of work, sometimes an ongoing advisory relationship. Scope and duration are agreed before work starts, and if the engagement surfaces work worth continuing, that's a new conversation, not an automatic extension.
Every engagement starts with an email.
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