What clients have said after the work was done
and the transaction had moved forward.

The Challenge

An acquirer with no in-house technology expertise was eighteen days from a term sheet signing on a Penang-based logistics software company. The financial pack had been reviewed; the technology estate had not. The deal team needed a written assessment of what they were taking on before price was fixed.

What We Did

We completed a condensed diligence engagement within twelve working days. The review covered the architecture, the engineering team composition, three years of vendor contracts, the hosting arrangements and the security configuration of the production environment. Two technical interviews with the target's development lead were conducted under the existing NDA framework.

The Outcome

The diligence note identified a perpetual software licence held by the target that contained a change-of-control clause — not disclosed in the information memorandum. This was raised with the target's legal team before signing. The clause was either renegotiated or excluded from the acquired assets; the acquirer adjusted the price accordingly. The engagement was completed within the deal timeline.

The Challenge

A Malaysian healthcare group had completed an acquisition of a smaller clinic management software provider. Seven months after close, the integration of the two technology estates had stalled. The acquirer's IT team and the acquired company's development team were producing conflicting plans and making limited progress.

What We Did

We conducted a systems catalogue on both sides independently, then brought the two catalogues together in a structured working session with both IT leads present. We identified eleven points of duplication, three critical dependencies not documented in either existing plan, and a hosting obligation in the acquired company's contracts that constrained the migration timeline by four months.

The Outcome

The integration plan we produced was accepted by both IT teams and the group CIO within three weeks of delivery. The plan resequenced the migration to account for the hosting constraint, and identified two vendor contracts that could be consolidated immediately. Fourteen months on, the integration is running broadly to schedule. The written plan has been updated twice; the core structure has remained intact.

The Challenge

A diversified Malaysian conglomerate was preparing to sell its retail division. The retail division shared a significant portion of its technology estate — ERP, HR system, WMS — with the parent group. The technology separation had to precede the legal separation, but no one had mapped exactly what that meant in sequence.

What We Did

We ran the two-day Carve-Out Workshop with corporate development, IT operations and finance present. The workshop surfaced seventeen dependencies between the retail division's technology and group-owned systems, identified four transitional service agreements that would be required after separation, and produced a sequenced separation plan with a realistic eighteen-month timeline.

The Outcome

The carve-out handbook produced at the close of the workshop was used directly as the basis for the formal separation programme. The group CTO noted that the workshop identified three dependencies that had not appeared in any of the pre-existing documentation. The TSA list from the workshop was used without material change in the final sale agreement.