When companies think about mergers and acquisitions, they tend to focus on traditional assets — people, products, processes, customer contracts, real estate, revenue synergies. But in today’s increasingly digitized economy, one category of assets is often under-examined during deal planning:
Technology.
Whether it’s proprietary software, automation tools, third-party integrations, or internal systems powering operations — digital infrastructure is now core to business value. And it’s something CFOs and deal teams can’t afford to overlook.
Tech Assets Are the New Backbone of Business
In many industries, a company’s competitive edge lies not just in what it sells, but in how it runs. For example:
- A SaaS provider may be valued largely on its codebase and product roadmap.
- A manufacturing company might use custom automation that’s essential to its margins.
- A logistics firm could be entirely dependent on a proprietary tracking platform.
- Even professional services firms are leaning on complex data ecosystems to serve clients.
And yet, many deals move forward without a clear understanding of what tech is being acquired, how scalable or secure it is, or how it integrates with existing systems.
That’s where deals start to leak value.
The Hidden Risks of Overlooking Tech in M&A
When digital assets aren’t properly vetted, acquirers may encounter:
- Unexpected integration costs
Incompatible systems can create rework, delays, and expensive post-close IT projects. - Security gaps
Legacy platforms or unvetted code may carry significant cyber risk or compliance issues. - Overestimated scalability
Infrastructure that worked for a $10M company might buckle under the demands of a $100M platform. - Reporting challenges
Poor system documentation or missing audit trails can make financial reporting harder post-close.
All of these issues hit the finance organization squarely — and most don’t reveal themselves until after the transaction closes.
The CFO’s Role in Tech-Forward Due Diligence
Modern CFOs need to think beyond financial statements and tax exposure. That means asking:
- What are the core systems or digital tools this business relies on?
- Are they internally built or licensed?
- Are they scalable, secure, and auditable?
- How much would it cost to replace, upgrade, or integrate these tools into our environment?
- Do we have internal expertise to assess these systems — or should we bring in a third party?
This isn’t just IT’s job. The Office of the CFO must play a proactive role in evaluating operational and technology infrastructure as part of M&A due diligence and post-close planning.
How Alliance Can Help
At Alliance, we support CFOs and deal teams with an integrated approach to transaction readiness and execution. When it comes to tech-heavy acquisitions, we help:
- Evaluate the financial and operational impact of critical systems and platforms
- Identify potential risks, scalability issues, or compliance gaps
- Develop post-close integration plans that protect value and minimize disruption
- Bridge the gap between finance, IT, and business operations
We’ve seen too many deals run into friction because of unvetted tech assets. Let’s make sure your next acquisition is built on solid digital ground.
Let’s Talk
If you’re evaluating an acquisition, or already navigating integration, now is the time to involve the right advisors. Reach out to your Alliance contact or connect with us directly to explore how we can support your finance and technology due diligence.