Corporate development: give the acquisition’s technology work an owner
Turn the technology assumptions behind the acquisition into a programme the business can deliver.
Heremba provides corporate development technology advisory across assessment, completion and integration. We connect the target to your destination estate, make the requirements on internal IT explicit and own the agreed technology workstream. The acquisition plan and the delivery plan need to describe the same end state.
Integration delivery, evidenced
EUR120M programme across two continents, delivered under cost.
Assess the target in the context of your business
Test the destination assumptions
A target may operate adequately on its own systems yet require substantial work to fit your estate. Technology Due Diligence considers that destination: what needs to move, what may stay and which dependencies affect the cost or timing of integration.
Establish whether the data can support the combination
Consolidated reporting and cross-sell depend on usable data. Data Readiness & Assurance tests selected datasets against the intended use. The assessment translates gaps into integration implications, with buyer-side access and findings release governed by counsel-agreed clean-team arrangements.
Protect the operating position at completion
The acquired business needs to continue operating while ownership changes. Day-1 Readiness & Rescue establishes the technology requirements and evidence for that point. It separates essential continuity work from changes that belong later in the integration programme.
If the target depends on seller services, Carve-Out & Separation addresses those dependencies and the route to TSA exit. A common destination platform does not remove the work needed to separate the business from its previous estate.
Make synergy delivery a programme requirement
Post-Merger & Bolt-On Integration connects the systems and data work to the acquisition rationale. Each material benefit needs the technology dependencies behind it made visible. A system migration may enable a change without being sufficient to realise the benefit on its own.
Internal IT also has an operating obligation outside the deal. We make the acquisition’s requirements on it explicit, alongside the work required from suppliers and business functions. That gives the client a basis for deciding priorities and responsibilities instead of leaving the acquisition to compete through informal requests.
Retain the decisions that make the next acquisition easier
A bolt-on integration playbook records reusable scope questions, destination choices and acceptance requirements. It also identifies where another target may need a different route. Repeatability means carrying the useful decisions forward while assessing the next acquisition on its own evidence.
IT Value Creation & Estate Remediation addresses wider estate issues that remain beyond the acquisition programme. This keeps the integration objective clear while giving longer-term cost and remediation work a defined scope.
Questions about the assignment
How do you work with our internal IT function?
We establish the acquisition work Heremba owns and the input required from internal IT, suppliers and business functions. The scope makes dependencies and decisions explicit. Internal IT’s existing operating requirements remain relevant when agreeing the programme, rather than being treated as capacity automatically available for the deal.
Can you assess integration requirements before signing?
Yes. Technology diligence can assess the target against the intended destination estate and identify integration costs and dependencies. The findings reflect available access and evidence. Unresolved questions remain visible so the deal team can consider their implications and carry them into the subsequent delivery plan.
Does a common platform make bolt-ons repeatable?
A common platform can provide a destination, but each target still has its own data, systems and dependencies. The playbook records reusable decisions and acceptance requirements while identifying exceptions. Repeatability requires an assessment of those differences, not an assumption that every target can follow an identical migration plan.
How do you distinguish integration from wider remediation?
Integration works towards the acquisition’s agreed end state and its technology requirements. Wider remediation addresses the operating estate beyond that assignment. We keep the scopes explicit and connect their dependencies, so the client can assess costs and priorities without allowing every estate improvement to become an acquisition requirement.
Start with the integration obligation
Bring the acquisition rationale, intended destination and the next decision date. We can discuss what has been established, what remains uncertain and the work required from the existing organisation.
The assignment defines Heremba’s technology responsibility alongside internal IT and the other workstreams. The client retains operating decisions and financial recognition of synergies. Our M&A Technology Framework connects the stages; our methodology provides the evidence structure behind the assessment and delivery work.