What we do
We review the thing itself rather than the description of it. Architecture and where it will break under the growth in the plan. Engineering practice and how much knowledge sits undocumented in individual heads. Security and data exposure. For hardware and silicon targets, the test evidence, the qualification flow, the manufacturing and supply position.
Then we map each claim in the materials to the evidence behind it, and we say plainly which ones are supported, which are partly supported, and which are assertions.
Where we are unusual
Most diligence teams are software people. When the target is a chip company, a device company or anything with physics in it, the review stops at the architecture diagram.
We have taken on space-grade semiconductor diligence, including radiation evidence, qualification flow and flight heritage. The same depth applies to boards, embedded systems and the manufacturing position behind them.
How the engagement runs
Scoping first, because the questions an investor needs answered differ from the questions an acquirer needs answered, and the difference changes what we look at. Then the review itself, working from code, test data and the people who built it.
The deliverable is a structured assessment you can hand to an investment committee, with the method visible so someone can disagree with a conclusion on its reasoning rather than on its tone.
WHAT THIS RESTS ON
Hardware and silicon
Including radiation evidence, qualification flow and supply position
Regulated systems
GxP, HIPAA and prudential assurance platforms built, not just reviewed
Claim to evidence
Every claim mapped to what supports it, or marked as unsupported
Questions we hear before engagements
How fast can you turn one around?
It depends on the target’s complexity and how much access we get. We will tell you at scoping what is achievable in your window and what would have to be left out.
Will you say the deal is bad?
We will say what we found. A report that only ever confirms the thesis is not worth commissioning, and the findings that change a decision are usually the ones nobody wanted.
Do you work for the target as well?
Not on the same transaction. Independence is the product here, and it does not survive sitting on both sides.
Related capability
If your system has to be right, let’s talk.
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