Most acquirers find out about the technology problems after they have signed. We make sure that does not happen.
OpsAssist is the technology team you bring in around the deal. We tell you what you are buying on the technology side, we harmonize the systems after you close, and we run IT for the acquired company once the dust settles.
Financial and legal diligence on a mid-market deal is usually thorough. Technology diligence, when it happens at all, is often a short questionnaire and one conversation with whoever runs IT at the target. That is enough to catch the obvious problems and very little else, and what it misses tends to be expensive.
We have been on the operating side of this, and that shapes what we look for. We are not assessing a target in the abstract. We are asking what it will actually take to run these two businesses as one.
Before you sign, we tell you what you are actually buying on the technology side: systems, security posture, compliance gaps, integration cost, and key person risk. You walk into close knowing where the risks are and what it will cost to fix them.
This matters most when the target is regulated. A security and compliance posture that was adequate at the target’s size is not automatically adequate at yours, and HIPAA, GDPR, and SOC 2 obligations do not pause for a transaction. We assess against the standard your combined business will be held to, not the one the target has been getting away with.
Key person risk deserves its own mention, because it is frequently the largest unpriced exposure in a mid-market deal. The people who hold the operational knowledge are rarely the people on the retention list.
After you close, we harmonize the acquired company’s technology with yours across systems, security, identity, networks, and data. For regulated targets we get them audit ready without making it your team’s problem. The deal does not turn into a technology mess that drags on for years.
We sequence this around your operating calendar rather than around a project plan that ignores it. In seasonal businesses that matters more than most, because there are weeks of the year when the business cannot absorb a cutover, and pretending otherwise creates a far worse problem than a delayed timeline.
Once the dust settles, we become the technology leadership the acquired company needs, so you do not have to hire a CIO or build internal IT for every portfolio company. You get a senior partner and they get a team that knows what it is doing.
For a platform pursuing several acquisitions, that also means the next deal starts with someone who already knows your environment.
A private equity backed acquirer came to us after a rough landing, having discovered a backlog of scalability and compliance problems only once a deal had already closed. When they began evaluating their next target, they brought us in before signing. The integration that followed went considerably better than the previous one.
If you are in the last category, that is a more common call than you would think, and it is not a failure. Integrations go sideways for structural reasons far more often than for anyone’s mistakes.
