
Technology Due Diligence
Most companies are technology dependant to some extent, however an increasing number are claiming that technology is their key differentiator and a subset of these are claiming to be genuine technology innovators.
However fundamental technology is to a business, it is important that an investor or acquirer fully understands the nature, characteristics, dependencies and risks around any technology that underpins that business case.
Wherever an investment prospect sits in the spectrum of technology dependence, the Technology Investor's Advisory Service has the expertise to investigate and report, in business terms, the true commercial weighting of a company's technology and technology related assets ( such as the people, processes and market dynamics).
We can break these down to three main scenarios:
Technology User: All companies, regardless of whether they also fit into additional categories as well, will be reliant on 3rd party technology to run their businesses. On the whole these will be standard packages from established vendors. The way they are deployed and integrated will, however, be unique to each company. Understanding and optimising the ongoing costs, risks and exposure as a company grows, along with the possible alternative options that might be considered, can significantly affect the process efficiency and cost base of a company.
Technology Adaptor: In order to gain competitive advantage, often to create a USP, bespoke adaptations of, and additions to, third party technology ( usually software) are developed and form an IP asset. The true value of this “Meta IP” will vary significantly and is often misrepresented by the investees and misunderstood by the investors. Meta IP is, by far, the most common asset of a technology company and the most difficult for non-specialist investors to verify, validate and value.
Technology Creators: Genuinely innovative and game changing technology invention is very rare and potentially extremely lucrative. Truly innovative invention that is functionally unique, however, is no guarantee of commercial success. Investors need a deep understanding of: what the invention does, how it does it, the commercial value of the resultant capability and, of course, the market and competitive landscape that could overtake or nullify that advantage. Of equal significance are the people - technical, sales and management- that turn a product into a business.
Tip :The simplest way to differentiate between adaptors and creators is look at their target customers. Adaptors will be primarily selling to end users, Creators will primarily be selling to other technologists.
Investors :Whichever category your potential investment clients fall under, we have a package of Technology Due Diligence services to suit you, from a high level “ snapshot” report to a full, in depth enquiry.
Business Owners: Are you selling all or part of a technology company ? Achieving a successful, profitable exit or divestment involves more than dressing up your figures and collating your contracts. TIAS can help you at every stage of that journey, including peer to peer representation of your interests with your buyer's technical due diligence team.
Technology Due Diligence - Scope
Technology User
All Technology Categories
Operational Requirements
Company Growth Plans
ICT Team Capabilities
Current System Capability
Technical Debt
Current Infrastructure Map
Incumbent Vendor Health
Process Flow & Integrations
Security & Governance
Compliance Status (eg PCI DSS; Eprivacy, Security)
Availability & Support
Fitness to purpose
Scalability Limits
Redundant capabilities
Costs / License Options
Future Capability Wishlist
Impact Assessment
Prioritisation
Budget Constraints
Solution Research
Emerging Tech Assessment
New Vendor Evaluation



Technology Adaptor
As per Technology User +
USP
Product Claims
Product Capabilities
Delta
Unique IP capabilities
3rd party components
3rd party dependencies
IP Contribution to USP
IP Stand Alone Value
IP Reverse Engineer risk
IP Alternate solution risk
Technical Debt
Published Roadmap
Feature Priority
Delivery Schedule
Dev Team Capabilities
Support Availability
Budget Constraints
Product Positioning
User Mission Criticality
Disruption Claim
Disruption Validity
Emerging Tech Threats
End User Dependencies
End User Risk
End User Impact
Deployment models Deployment complexity
Published Roadmap
Delivery Schedule
Market Maturity
Competitive Landscape
Key Selling Points
Competitor Capabilities
Market SWOT
Purchase Criteria
Decision Team Profile
Pre-Sales process



Technology Creator
As per Tech Adaptor +
Enhanced IP Validation
Enhanced IP Protection
Development approach
Use of open source
Key skills and competency
Deployment models#
Deployment complexity
Technical Deb
Key person retention
Standards Adherence
Certification Requirements
Stress Testing
Alpha feedback
Beta Feedback
Client Feedback
Primary Target Markets
Functional uniqueness
Function / market fit
Other markets / applications
Overall market significance
Functional Competitors
Market Relevance Window
User Technology Dependencies
User Skills dependencies
Dev Community Profile
Target Routes to Market
Key Strategic Alliances
Target Exit Profile
Complimentary product plans
Strategic importance
Research roadmap
Commercial viability




Meet the Team Leader
John Morton CEng, FBCS, CiTP
John has extensive experience in evaluating technology companies and services from both the poacher, (preparing services) including Siemens, Capita, PWC, Accenture; and the Gamekeeper, (procuring technology and services) with Diageo, Thames Water, Zapaygo, BBC, TeliaSonera,Yell and Barclays. John has been part of joint ventures aggregating technology creating new business and service models. John’s experience includes delivering global Customer Relationship Management environments, implementing contact centres and being at the forefront of delivering new innovative customer engagement approaches within B2B, B2C, B2E. John’s experience includes software product development, from MVP through to enterprise capable products using data driven, data decisioning analytics for sense, predict and taking action. John has been a senior director in software development covering all commercial aspects including PAAS, SAAS, IAAS commercial models, creating analytics teams and consultancy, financial and investment models and a broad range of contracts and terms. He has developed consultancy and services teams, mentored CIO and CTOs driving end to end improvement from client engagement through to long term client retention in technology and software business.
John has a engaged with C-Suite in enterprise customers, built technology vendor relationships, evangelised at conferences, promoted products to investors, market analyst and to the Technology industry in articles, papers and face to face interviews.