For PE sponsors and operating partners
Technology leadership across the deal, from diligence to exit.
I work with sponsors and portfolio leadership teams at each point where technology moves value: before a sale, in diligence, in the first 100 days, when a CTO seat is empty and through integration.
I have been examined by a buyer's technology due diligence, not only run one. As the sole technology executive at Tower Cold Chain, a PE-backed business operating in 26 countries, I was the buyer's technology counterpart through its sale, and the acquirer then retained me to own the integration.
Where I help across the deal
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Before a sale
Get the technology estate ready for a buyer's scrutiny, ideally 18 to 24 months out. Evidence a buyer can verify, security posture, cost to serve, and a data room narrative that matches what the systems actually do.
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Technology due diligence
An independent read on a target's technology, team and risk, written for the investment committee. What is an asset, what is a discount, and what it will cost and take to fix.
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The first 100 days
A technology plan for the period after completion. Stabilise and secure, take out the obvious cost, and set up the roadmap the value creation plan depends on.
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Interim cover
A CTO from day one when the seat is empty, or when the incumbent is not the right fit for the plan. Full-time or close to it, with the end date part of the brief.
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Integration
Own the technology integration after an acquisition or add-on. ERP and finance systems, transactional data flows and reconciliation, leaving a clean, auditable platform for the next deal.
Evidence
- Sole technology counterpart in buy-side due diligence through the sale of Tower Cold Chain, a PE-backed pharmaceutical cold chain business recognised as one of Europe's fastest-growing companies.
- Retained by the acquirer to own the integration across 26 countries, including ERP and finance system integration and reconciliation pipelines.
- £100K a year off cost to serve before the exit, from replacing one third-party platform, run as a gross margin initiative.
- Platforms behind more than £100M in annual revenue, built and run 24/7 at Cox Automotive.
- Regulated by default. GxP across 26 countries, seven years of GMP-regulated software, PCI compliance.
How engagements work
Starting
A 30-minute call about the situation, then a short written scope with the output, timetable and fee.
Shapes
A fixed-fee, two-week technology assessment. Diligence scoped to the deal timetable. Fractional leadership, part-time and retained. Interim cover, full-time for a defined period.
Who I work with
Operating partners, deal teams and portfolio leadership. If there is a CTO in place, I work alongside them, not over them.
Confidentiality
Deal work stays confidential. I have worked inside a live sale process and know what that requires.
What you receive
Two sample outlines. Each engagement is scoped to the deal, so treat these as the shape, not a template.
Technology due diligence report
- Summary for the investment committee. Red, amber or green by area, and the issues that matter for price or structure.
- Architecture and scalability. Whether the platform can carry the business plan.
- Engineering and delivery. Team, practices, delivery measures and key-person risk.
- Data, security and compliance. Including GDPR and any sector regulation.
- Cost and vendors. Run cost, contracts, licence exposure and cost-to-serve opportunities.
- Risks and remediation. Cost and time to fix, and what belongs in the 100-day plan.
100-day technology plan
- Days 1 to 30. Assess and stabilise. Leadership, critical risks, security quick wins, and what the value creation plan needs from technology.
- Days 31 to 60. Decide. Roadmap, organisation, build, buy or retire decisions, and cost actions.
- Days 61 to 100. Deliver and measure. First milestones shipped, and reporting to the board on the agreed measures.
In their words
Gwyn joined [us] to lead our Digital Transformation strategy. … Gwyn not only developed a great team but executed his plan over a 4 year window which has a lasting and positive impact to our business.
Start with the problem, not a job title.
Tell me what is happening, what is coming and what nobody in the business can currently answer.