We find the risk the deal model priced at zero, then build the systems that carry the number.

THE THESIS

The technology is usually the risk nobody priced.

By the time a deal reaches diligence, the model has priced the market, the multiple, and the management team. The technology gets a paragraph. Then the platform play stalls because every add-on takes nine months to integrate, one engineer owns the system nobody else understands, and the roadmap the CEO presented assumes a team that has turned over most of its engineers in eighteen months. None of that showed up in the model. All of it shows up in the return.

TWO BUYERS, ONE PRACTICE

We speak to both, and connect them.

The operating partner needs the read. The portfolio company needs the systems. Most firms buy these from two different vendors who never speak to each other, which is why the 100-day plan so rarely connects to what the diligence found. We do both, from one seat.

PRODUCTIZED ENGAGEMENTS

Four bands across the deal lifecycle.

Every engagement starts with an assessment.

Fixed-fee. Scoped before kickoff.

What the memo reads like

A page from the diligence memo.

Composite example, drawn from real engagements.

A PRISM™ memo does not read like a code review. Every finding carries a bucket, a dollar consequence, a remediation window, and a confidence level. Three representative findings, de-identified:

HOW AN ENGAGEMENT RUNS

Read the risk, then own the outcome.

1. 01

   Assess

   We read the system before we touch it: PRISM™ across five dimensions, translated into money and time.

   Checkpoint: a written risk map and a walk-away recommendation, even if we are not the team to build it.

2. 02

   Plan

   The findings and the thesis become a short list of moves that move the number: sequenced to the hold, not the punch list.

   Checkpoint: a 100-day roadmap the operating team signs off on before any work starts.

3. 03

   Build & operate

   Embedded leadership builds and runs the systems: CLEAR™ across the hold, with checkpoints tied to the timeline, not an arbitrary quarterly cadence.

   Checkpoint: monthly board-ready reporting and milestone reviews against EBITDA, not activity.

4. 04

   Own it

   We hand your team systems they can run and documentation they own, then step out. No lock-in engineered into the exit.

   Checkpoint: your team operates it without us, and the exit story is already written.

PROOF IN PRODUCTION

The receipts sit behind closed rooms.

The engagements behind those numbers (the services-to-SaaS transformation, the org-wide SOC 2 program, the cost and onboarding work) ran under NDA, and the detail underneath them belongs to the client. The outcomes above are real and reported. The specifics live in the room.

HONEST ANSWERS

Before you send the brief.

Do you take carry instead of fees?

No. We are a fee-based operating practice, not a fund and not a co-investor. Fixed fee, scoped before kickoff. If you want a technology partner who takes equity in exchange for a discounted rate, we are the wrong team. And we will say so early.

How is this different from a Big-4 technology due diligence?

A Big-4 read is written by advisors who have never run the system they are assessing, and it usually ends at the finding. Ours is written by an operator who has held the CTO and CISO seats through a full hold and exit. And it does not stop at the finding. Every item is translated into dollar impact, remediation timeline, and thesis risk, and the same team can stay to fix it. If you only need a logo on the IC memo, a large firm may serve you better.

What size portco does this fit?

Lower-middle-market to mid-market PE-backed companies, where technology carries real weight in the thesis. A sitting CTO does not rule you out, and much of our hold-period work runs alongside one. A CTO is accountable for the system they built, which makes them the wrong person to grade it for the board, and they have usually gone deep on one or two environments where we have seen dozens across diligence and hold. What we add is the outside read, the comparison set, and the translation into CapEx, EBITDA drag, and multiple impact a GP can act on. Where there is no senior technology seat, we hold it as fractional CTO, CISO, CAIO, or CDO. Where there is one, they get air cover and an independent second opinion they can take to the board. If you are a Fortune 100 with a deep internal bench and an operating partner already covering technology, you do not need us.

Do you do the work, or just advise?

Both, and that is the point. The read is real diligence, not a slide. But we also embed and run the systems during the hold (fractional CTO, CISO, CAIO, or CDO) and hand your team something they can operate after we leave. We are not a firm that writes the memo and disappears, and we are not a dev shop that codes without a thesis.

What happens when we exit?

You own everything. We build systems your team can run and documentation they hold, with no lock-in engineered into the relationship. Ahead of a sale, the Exit engagement runs the buyer's diligence playbook against your own asset first, so the findings that would compress the multiple get fixed while there is still time, and the technology story is written before the buyer writes it for you.

What if the answer is 'don't buy'?

Then we say so, in writing. A Gate finding that kills a bad deal is the cheapest outcome on the page. We would rather tell you to walk than write a comfortable memo you pay for after close.

Can you work at the fund level, not just deal by deal?

Yes. The AI Operating System is a GP-level engagement: one governance model, readiness ladder, and deployment playbook that every current and future portfolio company inherits, instead of a separate AI pilot at every portco. It is early, and we are building it with a small number of design partners. If your portfolio is the proving ground it needs, that conversation starts the same way every other one does: send the brief.

Can we start with just the assessment?

That is the front door. Every engagement starts with an assessment, and you walk away with a usable deliverable whether or not we do anything else together. No obligation to continue. If the read is all you need, the read is all you buy.

Send a brief

Send a few lines. We'll write back honestly.

No pitch deck. No sales funnel. Tell us where the asset sits in the hold and what the thesis depends on, and we will tell you whether we are the right team, and what the first read would look like.

Sujit reads every brief. If we are not the right team, we will say so and point you to someone who is.