An independent read on technology, before the decision.
Assessments, roadmaps and delivery planning for owners, buyers and management teams — and the integration work that follows when a decision has been made.
Confidential from the first conversation.
Where we are brought in.
Technology due diligence
We establish how a target's systems actually work: software, architecture, data, interfaces, infrastructure, licences, and the people and processes behind them. We review the evidence and speak to the people who operate the systems.
You receive: Prioritised findings, risks and open questions, integration options with estimated effort, and the assumptions each rests on.
What we need from you: access to the data room and, where the process allows, to the people who operate the systems.
Post-acquisition integration
Connecting an acquired business to an existing landscape: shops, ERP, CRM and reporting, data mapping and migration, interfaces, identities and workplace environments, with the cutover planned around trading.
You receive: Working connections, reconciled data, technical documentation and an agreed handover.
What we need from you: access to both landscapes, and a decision on which system owns which data.
Architecture assessments
A review of an existing landscape against what the business needs it to do: dependencies, single points of failure, data ownership, integration debt and the cost of leaving things as they are.
You receive: A written assessment with prioritised findings and the options, including the option of doing nothing.
What we need from you: access to the current landscape and to whoever maintains it.
Modernisation roadmaps
Sequencing a programme of change so the business keeps running through it: what has to move first, what can wait, what depends on what, and where the risk sits.
You receive: A phased roadmap with dependencies, estimated effort per phase and the decisions each phase requires.
What we need from you: the business constraints — budget cycles, trading periods, regulatory dates — the plan has to respect.
System selection
Defining requirements against how the business actually works, shortlisting candidates, and testing them against your own processes and data rather than against a demonstration.
You receive: A requirements catalogue, an evaluated shortlist and a recommendation with its reasoning.
What we need from you: the processes the system must support, and real data to test candidates against.
Delivery planning
Turning an agreed direction into a plan that can be executed and governed: scope, phases, resourcing, acceptance criteria and the reporting rhythm.
You receive: A delivery plan, an acceptance definition and a governance model.
What we need from you: who will be available to the programme, and what they are being taken away from.
Each of these can be commissioned on its own.
Commercial terms: engagement options, scope and changes, ownership
What integration looks like.
Two businesses. One way of working.
Company A
SautasQuestions to resolve
- Which systems hold the master data?
- Where do processes overlap?
- What are the licence and maintenance obligations?
- What depends on what?
Company B
A merger doesn’t have to replace everything. Useful systems stay; the right ones connect.
Illustrative example.
Preparing for a transaction.
For owners heading into a sale or succession, the same work runs in the other direction.
Prepare the technical side for a sale
Collecting and organising the technical information before a buyer asks for it: system overview, data inventory, interfaces, licences and contracts, infrastructure, maintenance obligations and known gaps.
Make the business integration-ready
Structuring the data, documenting interfaces, preparing standard exports and closing agreed gaps, so a buyer can see how the business would connect to theirs.
How an engagement runs.
Define the brief
Stage, objectives, available access and deadline.
Assess the systems
Review the evidence and speak to the people who operate them.
Agree the plan
Priorities, dependencies, scope and estimated effort.
Implement and hand over
Build, test, migrate, document and hand over.
Assessment, implementation and introductions can be commissioned separately.
What you receive.
Example
Assessment outline
- Scope and assumptions
- System landscape and dependencies
- Data: ownership, quality, migration effort
- Interfaces and integration points
- Infrastructure, security and operations
- Licences, maintenance obligations and upgrade requirements
- Risks and open questions
- Options with estimated effort
- Prioritised recommendations
Example
Integration plan
Stabilise
Keep both businesses trading. Address what is failing, leave what is fragile untouched, and establish access and monitoring.
Connect
Build the interfaces that remove double entry: orders, stock, customers and invoices moving between the systems that stay.
Migrate
Map and move the data that belongs in a shared system, with reconciliation and a tested fallback.
Consolidate
Retire what is no longer needed, consolidate reporting, and hand over documentation and operations.
Timing depends on the systems involved.
Introductions.
Where it is useful, we identify relevant buyers, targets or strategic partners against an agreed brief and arrange introductions — only with your permission, and after an NDA.
- Confidential first call
- NDA
- Blind profile or search brief
- Targeted approach
- Introduction once both sides agree
Discuss your situation.
Every enquiry is treated confidentially. Please do not send transaction documents at this stage.
We do not provide legal, tax or investment advice.