Technology risk discovered after a deal closes is substantially more expensive than technology risk quantified during due diligence — because post-close remediation is funded at acquisition cost rather than at the risk-adjusted valuation that would have applied if the risk had been identified pre-close. Full On Consulting's M&A IT due diligence practice delivers structured assessment of IT infrastructure, application portfolio, cybersecurity posture, technology debt, and IT integration complexity — led by a former CIO with direct M&A IT integration experience, producing deliverables that feed directly into post-close integration planning rather than requiring a second assessment after the deal is signed.
$16B
Merger integration experience — leading IT programs through a $16B transaction across 90+ facilities
$40M+
In documented client savings through M&A IT integration, rationalization, and enterprise technology delivery
Pre-Close
IT due diligence conducted before transaction close — risk quantified when it can still affect deal terms
Integration-Ready
Deliverables that feed directly into post-close IT integration planning — no second assessment required
Our M&A IT Due Diligence Services
From Technology Risk Assessment to IT Integration Planning and IT Cost Modeling
IT Due Diligence Assessment
Pre-close IT due diligence — structured assessment of the target organization's IT infrastructure, application portfolio, cybersecurity posture, IT organization, vendor contracts, and technology debt. Due diligence scoped to the specific risks and integration requirements of your transaction: the IT risks that could affect deal valuation, the integration complexity that will drive post-close IT cost, and the technology liabilities that require representation and warranty coverage or deal price adjustment.
Cybersecurity Risk Review
Target cybersecurity risk assessment — evaluating the target's security posture, vulnerability exposure, security incident history, regulatory compliance status, and the cybersecurity remediation cost that will need to be funded post-close. Cybersecurity due diligence that goes beyond questionnaire responses to assess actual security controls, identify evidence of past compromises or active vulnerabilities, and quantify the remediation investment required to bring the target's security posture to acquirer standard.
Application Portfolio Analysis
Target application portfolio analysis — inventorying the target's applications, assessing technical health and business criticality, identifying applications that will be rationalized post-close versus retained and integrated, and quantifying the application rationalization cost and timeline. Portfolio analysis that identifies the systems that will require parallel operation during integration, the applications with complex data migration requirements, and the legacy systems with technical debt that will increase integration cost beyond initial estimates.
Infrastructure & Cloud Assessment
IT infrastructure and cloud environment assessment — evaluating the target's on-premise infrastructure, cloud platform configuration, data center footprint, network architecture, and the infrastructure integration or consolidation cost and timeline post-close. Infrastructure assessment that identifies aging hardware requiring capital investment, cloud cost optimization opportunities, data center lease obligations that affect integration sequencing, and network architecture complexities that will complicate systems integration.
IT Integration Planning
Post-close IT integration planning — developing the IT integration strategy, sequencing the systems integration workstreams, identifying integration dependencies and critical path, building the IT integration budget, and designing the integration governance model that will manage IT integration execution. Integration planning that begins during due diligence rather than after close, so Day 1 IT integration activities are defined and resourced before the transaction closes rather than planned reactively under time pressure.
IT Cost Modeling & Synergy Analysis
IT cost modeling and synergy analysis — quantifying the IT costs that will transfer with the target, the IT run cost changes that result from integration, the IT synergy savings achievable through application rationalization and infrastructure consolidation, and the one-time IT integration investment required to realize those synergies. IT cost modeling that provides the acquirer's CFO with defensible IT cost and synergy estimates, calibrated to the actual integration approach rather to generic industry benchmarks.
What Makes Us Different
Why Our M&A IT Due Diligence Finds the Risks That Affect Deal Value
M&A IT Experience From Both Sides
Full On Consulting's M&A IT due diligence is led by practitioners who have led IT in organizations through multiple acquisitions as CIO — carrying the operational accountability for IT integration after the deal closed. The judgment to distinguish IT risks that materially affect deal value from IT issues that are manageable through normal integration execution is developed through direct M&A experience, not through due diligence methodology frameworks applied without integration delivery context.
Due Diligence Calibrated to Your Transaction
M&A IT due diligence scope varies significantly based on transaction type, target size, industry, and integration approach. A bolt-on acquisition where the target will operate independently requires different IT due diligence than a full integration where the target's systems will be consolidated into the acquirer's environment. We scope and calibrate the IT due diligence assessment to the specific characteristics of your transaction — not to a standard due diligence checklist applied uniformly regardless of deal structure.
Documented $16B Merger IT Experience
Full On Consulting has led IT programs in the context of a $16B merger integration — deploying SAP HCM across 90+ facilities and delivering $400K in documented savings through HR system consolidation in a merger of significant scale and complexity. M&A IT due diligence and integration planning is informed by direct operational experience leading IT through transactions at this scale, not by methodology frameworks developed outside of M&A execution context.
Integration-Ready Assessment Deliverables
M&A IT due diligence deliverables that identify risks without quantifying integration cost, sequencing integration workstreams, or identifying Day 1 requirements force the acquirer to conduct a second assessment post-close before integration planning can begin — consuming the time and organizational capacity that should be directed at integration execution. We deliver IT due diligence findings in a format that feeds directly into integration planning: risk register with remediation cost estimates, integration workstream inventory, Day 1 requirements, and IT integration budget framework.
Featured Case Study
SAP HCM Integration Program — $16B Merger, 90+ Facilities, $400K in Documented Savings
Full On Consulting led the SAP HCM IT integration program for a healthcare organization navigating a $16B merger — deploying and integrating SAP HR systems across 90+ facilities, consolidating two HR technology landscapes into a unified platform, and delivering $400K in documented savings through HR system rationalization and process standardization. The program required the technology integration discipline, organizational change management, and operational execution that M&A IT programs at this scale demand.
The complexity that drives M&A IT integration cost and risk is almost always visible during due diligence — if the assessment is conducted by practitioners who have led IT integration at comparable scale. The SAP HCM integration complexity, data migration requirements, and organizational change scope that made this a $400K savings program rather than a cost overrun were identifiable pre-close, and their identification pre-close enables the integration planning and resource allocation that determines whether the complexity is managed or managed around.
Read the Full Case Study →$16B
Merger integration — IT leadership across 90+ facilities in a transaction of significant scale and complexity
90+
Facilities served by the SAP HCM integration program across two merged organizational structures
$400K
In documented savings through HR technology rationalization and process standardization post-merger
Before You Engage
What to Ask an M&A IT Due Diligence Firm
Do they have direct M&A IT integration experience — not just due diligence methodology?
M&A IT due diligence conducted by practitioners who have never led IT integration post-close produces assessments that are thorough at identifying risks but frequently miscalibrate which risks materially affect deal value versus which are manageable through normal integration execution. The practitioner who has led IT integration post-close knows which complexity signals in a due diligence assessment translate to material integration cost overruns, and which are addressable through standard integration planning. Ask specifically what M&A transactions the practitioners who will conduct your IT due diligence have led IT integration for, at what transaction scale, and what the IT integration outcomes were.
How do they quantify IT integration cost and synergy estimates?
IT due diligence findings that identify integration complexity without quantifying integration cost force the acquirer to develop independent cost estimates post-close — which introduces valuation uncertainty that was not resolved during due diligence. Ask how the firm quantifies IT integration cost estimates: what methodology is used to estimate application rationalization cost, infrastructure consolidation cost, data migration complexity, and IT organization integration cost. Ask how synergy estimates are developed: whether they are based on generic industry benchmarks or on the specific integration approach and rationalization scope defined during due diligence.
How do they assess cybersecurity risk in the target?
Cybersecurity due diligence based on questionnaire responses from the target's IT organization produces a picture of the target's security posture as the target presents it — not as it actually is. Material cybersecurity risks (active vulnerabilities, past compromises, compliance gaps) are rarely disclosed voluntarily in questionnaire responses. Ask how the firm assesses cybersecurity risk in the target beyond questionnaire responses: what technical testing or scanning is conducted, how incident history is investigated, how compliance gaps are identified, and how remediation cost is estimated for the cybersecurity findings that surface.
What is delivered at the end of the due diligence engagement?
M&A IT due diligence deliverables that are structured as risk registers without integration implications, or as findings summaries without cost quantification, require significant additional work before they can inform integration planning. Ask what the primary deliverable contains: specifically whether IT integration cost estimates are included, whether Day 1 requirements are identified, whether application rationalization decisions are recommended, and whether the deliverable format allows the integration planning team to begin workstream planning immediately after deal close without conducting a second assessment of the same landscape.
M&A IT Due Diligence Led by CIOs With Integration Experience
Technology Risk Assessment Before Close — Integration Planning Ready for Day One
Our former CIO with $16B merger integration experience will assess the target's IT infrastructure, application portfolio, cybersecurity posture, and technology debt — quantify IT integration cost and synergy estimates — and deliver assessment findings in a format that feeds directly into post-close integration planning, so your integration team begins execution rather than assessment on Day One.
Schedule a Free M&A IT Due Diligence Consultation →WHY FULL ON CONSULTING
Senior Consultants Only
Every engagement is led and delivered by senior consultants — former CIOs, CTOs, and enterprise IT executives. You get the people you were sold, not a bait-and-switch to junior staff after the contract is signed.
$40M+ in Documented Savings
Our track record includes $40M+ in verified client savings, a $130M M&A integration across 90+ global facilities, and an end-user computing transformation for 18,000 employees. We deliver measurable outcomes — not just recommendations.
20+ Years of Enterprise Experience
Our consultants average 30+ years of enterprise IT experience across Fortune 500 and mid-market companies. We have run the same programs we are being asked to lead — across SAP, Oracle, Salesforce, ServiceNow, and large-scale transformations.
Strategy Through Execution
We do not hand you a strategy deck and walk away. Our teams stay engaged from initial assessment through go-live — accountable for outcomes, not just deliverables. If we recommend it, we are prepared to execute it.
Boutique Agility
As a boutique firm, we move faster, adapt to your priorities, and work with your team rather than around it. No bureaucracy, no layers of overhead — just focused, senior-led execution from day one.
A Partner, Not a Vendor
We build long-term relationships grounded in trust and integrity. Many of our clients have engaged us across multiple initiatives and refer us to peers — because we do what we say we will do, every time.