You’re about to make an offer.
The finance and legal checks are under way, but nobody has looked properly at the technology. You want to know what you’re taking on before you sign.
IT for acquisitions. Know what you’re buying, then join it up.
Technology checks before the deal, then the ERP, identity and policy work that joins the businesses up afterwards. If you’re buying a business, the cheapest time to have this conversation is before you sign.
Free, no obligation. Reply within one working day.
- 8 → 1brands moved onto one ERP in 12 months
- 17 yearsleading technology for industrial groups
- £50M+group revenue under tech leadership
IT for acquisitions covers the technology side of buying a business. Before the deal, technology due diligence checks what you’re buying: the systems, the contracts, the security and the risks that could cost you later. After the deal, integration joins the businesses up. It decides which systems stay, moves data and accounts across and brings security and policies into line, without stopping either business.
When does this make sense?
You’ve bought another business.
Now there are two ERPs, three CRMs, overlapping licences and no documentation. Someone needs to decide what stays, what goes and in what order.
You’re buying more than one business.
Each acquisition brings its own systems. You want a repeatable way to join them up, so the group gets simpler as it grows.
An earlier acquisition never settled.
Years on, two businesses still run separate systems and nobody can see the whole picture. You want it finished.
What we take off your plate.
Technology due diligence.
A written view of the systems, contracts, security and data you’re buying, with the risks and their likely cost.
An integration plan.
What stays, what goes and in what order, agreed before the deal completes so the first weeks aren’t improvised.
Systems brought together.
ERP, finance, CRM and email moved or connected, with the data migrated and checked.
One set of accounts and policies.
Sign-in, access, devices and security policies brought into line across the group.
A clean handover.
Documentation, support arrangements and a team who know how it all works.
How does it work?
- 01
Before the deal
Technology checks alongside your financial and legal due diligence.
- 02
Plan
An integration plan agreed with both leadership teams.
- 03
Integrate
ERP, identity and policies joined up, in the order that matters most.
- 04
Hand over
Documentation, support and a team ready to run it.
Case studies.
OPERATIONAL TECHNOLOGY
Eight brands. One joined-up ERP.
Consolidating an industrial group onto a single ERP estate, with shared processes and a clearer view of the business.
Read the case studyFrequently asked questions.
When should we involve you?
As early as you can. If you’re buying a business, the cheapest time to have this conversation is before you sign.
How long does it take?
It depends on the size of the businesses and how different their systems are. The technology checks run alongside your other due diligence before the deal, and we agree a timeline for joining up the systems before we start.
Can this run alongside a fractional CIO arrangement?
Yes. Acquisition work is often a project of its own, alongside a monthly arrangement or instead of one.
What does it cost?
We agree the scope and price after a free 15-minute call, before any work starts.
Buying a business? Talk to us before you sign.
Start with a free 15-minute call with Richard Sanderson, our founder. Tell us where things stand, and we’ll tell you straight what we’d do first.
Free, no obligation. Reply within one working day.