Are your systems helping or hindering your transaction?
M&A and exit transactions often expose hidden IT risks. In mergers, acquisitions, or exit events, disorganised systems, poor data, or outdated platforms can reduce valuations, delay deals, or even cause them to collapse.
When it comes to M&A or preparing for exit, the gaps become painfully clear. The right IT leader can deal with the red flags that hinder transactions.
The pressures business leaders face
- Due diligence revealing integration, security, or compliance weaknesses
- Investors or acquirers questioning the reliability of your systems and data
- Legacy systems that make integration slow and costly
- Concerns that IT issues may reduce valuation or become a distraction
The opportunities with Freeman Clarke
- Demonstrating resilience and compliance to investors and acquirers
- Providing accurate, timely data to support valuation
- Reducing integration costs and timeframes and providing a platform for further acquisitions
- Strengthening confidence among buyers, investors, and boards
How we help
A Freeman Clarke CIO, CTO, or CISO sits at the table with you, ensuring IT is never the weak link in a transaction.
Our IT leaders work within your leadership team to:
- Assess systems and risks ahead of due diligence
- Prepare documentation and evidence to reassure investors and buyers
- Plan for integration, identifying costs and risks early
We have supported numerous clients through successful M&A and exit events, providing objective, independent IT leadership and guidance.
Private equity is a demanding and fast-moving environment, and we’ve been so pleased about the support we’ve received from Freeman Clarke.
Real-world examples
Here are just a few of the businesses we’ve helped moved forward with IT and technology:
PE investor
We helped review and manage technology integrations for current and future acquisitions.
Private equity fund manager
We made substantial improvements to their IT infrastructure, systems, and cyber security.
Where we start
In the first 5 to 10 days, we will hunt for the hidden risks and tech debt that could impact a valuation. At the same time, we’ll begin an integration roadmap to ensure businesses can communicate and access critical data when the deal is done.
Our IT leaders work within your leadership team to:
- Conduct a pre-diligence IT assessment to highlight risks and gaps
- Map integration challenges and costs in advance
- Establish governance and prepare documentation for investors
- Create a clear plan to support negotiations and valuation
This proactive approach reassures investors and maximises the likelihood of a successful outcome.
Related expertise
Explore related areas of our work:
IT strategy and vision
Aligning technology with long-term business goals.
Business systems, data, and reporting
To make confident decisions, a mid-sized business needs reliable data and seamless systems.
Security and compliance
Demonstrating resilience to regulators and buyers.
FAQs
Does IT really affect valuation?
Yes. Investors and acquirers increasingly scrutinise systems, security, and data quality. Weaknesses often lead to lower valuations.
When should we start preparing?
Ideally at least 12–24 months beforehand. Early preparation gives you time to maximise your strengths and address the risks.
What if issues are found during diligence?
They can be addressed. But late discoveries add cost, delay, and uncertainty. Early action is always better.
Do we need a full-time CIO or CTO for this?
Not necessarily. A fractional CIO or CTO provides senior expertise when you need it, without the overhead of a permanent hire.
Why fractional leadership matters
M&A and exit events demand experienced IT leadership, but not every business can justify a full-time CIO, CTO, or CISO. Our fractional model gives you proven expertise, embedded in your team, focused on transactions, and proportionate to your needs.