Diligence found the gaps; now the hold-period clock is running. Add-ons need integrating, reporting needs to be board-grade, and the exit will include a technology diligence of its own. Portfolio companies rarely need a full-time CIO — they need senior leadership that moves at deal speed and speaks both operator and investor.
The QoE and IT diligence flagged risks. Twelve months later, the fixes are still a slide — because nobody senior owns them.
Each acquisition brings another ERP, another domain, another MSP. Synergies stay theoretical until systems actually converge.
Metrics assembled by hand from systems that do not talk to each other — slow, fragile, and impossible to trust at close.
Turn findings into a sequenced, budgeted plan tied to the value-creation thesis — then own its execution.
Day-one readiness and systems consolidation for add-ons, run by someone who has done it before.
Clean architecture, documented security, and reporting a buyer’s diligence team will respect.
Start with a thirty-minute intro call, or go straight to the Technology Leadership Assessment for a full diagnostic and 12-month roadmap.