You're Acquiring a Company. You're Also Acquiring Their Tech Debt.

You're acquiring a company. Or being acquired. Or merging. The tech diligence is starting and people are asking: "Is their stack sound?" "Do their contracts create post-close liabilities?" "Can our architecture support their scale?" "What's the integration plan?"

You need answers that don't come from the vendors themselves.

Technology Due Diligence Isn't Due Diligence. It's Negotiation Theater.

Deal activity is underway. Technology diligence is ramping on a tight timeline. The vendor-driven market sees M&A and repositions immediately. The target's vendor relationships become a negotiation point. Vendors start offering "integration packages." Procurement teams evaluate the target's vendor stack through the lens of cost, not technical fit.

Meanwhile, you're answering questions with incomplete information. Vendors are positioning themselves as critical to integration success.

Contracts that looked fine in a standalone company suddenly create post-close liabilities.

Validate Before You Integrate.

Technology due diligence isn't about diligence. It's about negotiation. The buyer uses tech questions to justify a lower purchase price. The vendor uses tech uncertainty to position themselves as indispensable. The actual technology gets lost.

Get independent answers on the technical and contractual questions before they become negotiation theater.

What If You Had Your Own Side of the Table?

With ITBroker.com, you have independent representation. We work with 967 providers. Our commission is the same regardless of which vendor you choose. That means no incentive to keep expensive vendors in place or to push unnecessary integration costs.

When you're evaluating a deal, you need a partner who's equally committed to uncovering technical risks and protecting you from vendor-driven integration complexity. That's what independent representation means.

How It Works

We validate the technical viability of the combination. Can these architectures integrate? What's the realistic timeline? What will it actually cost?

We audit the target's vendor contracts for post-close liabilities — early termination fees, integration costs, compliance requirements that change with new ownership. We identify which vendors and systems stay, which get consolidated, and which get replaced, then build a realistic integration roadmap.

We follow the problem wherever it goes — strategy, sourcing, negotiation, optimization — because M&A deals rarely go according to plan. What we find often shapes the entire deal economics.

Max has a deep bench of relationships and an insane amount of knowledge about the space.

Marvin Badawi

CTO, Hotchkis & Wiley

Get Accurate Answers Before They Become Deal Theater.

Technology is 30% of deal risk and 70% of integration cost.

No pitch. No prep. Just answers about your deal timeline and what you need to validate.