RevOps & CRM Due Diligence
The financials and the quality-of-earnings tell you whether the company is worth buying. They don't tell you whether the revenue motion underneath is real. We do that work in the weeks before you sign, on the live system, with data your deal team can defend.
Schedule a ConversationFive gaps between the data room and reality.
Each bar shows what the seller's deck claims (left) against what we actually find when we get inside the system (right).
The pipeline is overstated
Sellers' decks routinely show 3x pipeline coverage. A real audit usually finds 30 to 50 percent of that pipeline is stale, unqualified, or duplicated.
The customer list is less usable than reported
The 'customer database' on the data sheet is often 60 percent usable. The other 40 is duplicates, dead contacts, and records with no owner.
Tech stack overlap is hidden
Redundant tools across buyer and target usually sit at $100K-$500K in annual waste that didn't surface in financial diligence. We map every contract.
Key processes live in people's heads
Three years of customisation by an agency that's no longer engaged. Revenue motions that depend on individual reps. Retention cliffs you didn't model.
Integration costs are 2-5x the model
Because nobody scoped the CRM work. We give you a real number, built from the actual work, that you can put in front of the deal team.
Eight dimensions of the revenue motion.
Wider than a CRM audit. We assess the operational reality across the full go-to-market, not just the technology that runs it.
ICP alignment, segmentation, pricing, packaging.
Channels, attribution, lead quality, demand performance.
Territory, quota, comp effectiveness, ramp time.
Stage definitions, conversion, velocity, forecast accuracy.
What the system knows vs. what the board sees.
Renewals, expansion, churn, account health.
What's wired correctly, what's leaking, what's overlapping.
Against PE-buyer criteria, with comparable benchmarks.
What you walk into the deal team meeting with.
Every output is built from data we pulled from the target's live system. Nothing is theoretical. Every claim has a source.
1Pipeline integrity report
Stage-by-stage breakdown of what's real, what's stale, what's overcounted. Quantified, with examples.
2CRM & data architecture audit
Object configuration, integrations, data quality scoring, reporting reliability. The operational map your post-close team will inherit.
3Tech stack & integration map
Every contract, every dependency, every single point of failure. Redundancies surfaced. Hidden costs quantified.
4Integration cost estimate
A real number, defensible to your deal team, built from the actual work involved. Not a percentage-of-revenue heuristic.
5Risk register & remediation plan
What needs to happen in the first 90 days post-close, what can wait, and what should be a closing condition.
Two to four weeks. Sequenced to your deal calendar.
Engagement & access
Kickoff. System access provisioned by the seller. Initial CRM and data assessment begins.
Tech stack & integration review
Every integration mapped. Vendor contracts reviewed. Hidden costs surfaced.
Pipeline & process analysis
Stage-by-stage pipeline audit. Revenue motions documented. Key-person dependencies flagged.
Readout & deliverables
Findings presented to your deal team. Integration cost defended on the call. Risk register handed over.
$25,000 to $50,000.
Scoped by target size, deal complexity, and your timeline. Quoted on the first call. A small number on a deal where the integration could surprise you by seven figures.
Looking at an acquisition target? Let's talk this week.
Diligence engagements are scoped against your deal timeline. The earlier we engage, the more we can find before you sign.