Shared suppliers and concentration
A supplier serves both businesses. Assess the consolidation opportunity alongside the combined dependency, affected services, contract terms and continuity arrangements.
M&A Pro+
Understand what bringing the businesses together means for your objectives.
Model both businesses and connect the information shared for review. Assess how their people, contracts, suppliers, controls and delivery commitments affect the deal objectives, then carry the findings into owned integration work.
Support acquisition, merger, sale and investment readiness with a structured view of the business and the work ahead.
See how the deal affects the business you intend to build.
The deal has objectives: protect revenue, add capability, enter a market or realise synergies. Assessing the two businesses means understanding what those outcomes depend on, where uncertainty sits and who can act on it.
Simplif-i starts with the operating business: its entities, ownership, authority, people, objectives, contracts, suppliers and change programmes. Governance, risk, controls and evidence sit within that context. Pro+ brings the information shared by both sides into a structured comparison, helping reviewers connect findings to the outcomes the deal is intended to achieve.
Two businesses can each look manageable in isolation and create a different exposure when brought together. A shared supplier may offer purchasing benefits while increasing dependency. A planned systems consolidation may reduce cost while placing new demands on controls and delivery capacity. One business may also bring capabilities that address weaknesses in the other.
Use that connected picture to investigate the deal thesis, assess the trade-offs and organise the work needed to deliver it.
Follow the dependency behind the finding.
These illustrative examples show the questions a connected assessment helps your team investigate.
People and revenue continuity
A key employee has a short notice period. Review the client relationships, specialist knowledge and delivery commitments that depend on them, then assess retention and handover priorities.
Contract terms and deal benefits
An agreement includes change-of-control restrictions. Identify which services or expected benefits depend on consent or renegotiation, and assign responsibility for resolving the dependency.
Controls and inherited exposure
The businesses operate different control environments. Review where a gap affects obligations, critical operations or integration plans, and identify the evidence and remediation needed.
Integration capacity
Several workstreams rely on the same people or suppliers. Review dependencies and available capacity before committing to milestones and expected synergies.
Change and continuing assurance
Systems, responsibilities and processes change during integration. Review whether controls, accountability and continuity arrangements remain appropriate as the combined business develops.
Give both sides a structured starting point.
Pro+ brings together two GRC environments with risk management, two contract management environments, one PMO environment and the M&A comparison layer. The acquirer models its business; the target independently models theirs. The comparison layer brings the shared information into a common assessment.
2 ×
GRC including risk
One governance, risk and compliance environment for each business.
2 ×
Contract management
One contracts environment for each business.
1 ×
PMO
One projects environment for remediation and integration work.
+
M&A comparison layer
Brings the information shared by both sides into a common assessment.
+
Employment-contract analyser
Compares employment contracts against a reference contract.
These describe the product structure, not user-seat counts. Pro+ is priced on application; licensing and commercial terms are confirmed with you directly.
Model separately. Compare together. Follow through.
01
Model each business
Organise governance, controls, evidence, risks and contracts for each side. Connect the company structure, key personnel and relevant responsibilities so reviewers can understand the operating business.
02
Connect the information for review
Bridge the two environments for the comparison. Each side maintains its own business information; the comparison uses the information made available for the assessment.
03
Compare and investigate
Review governance and contract differences, gaps, duplication and potential liabilities. Use AI-assisted analysis to structure the review, then assess the findings with the appropriate specialists.
04
Produce the decision pack
Bring business details, comparison results and gap analysis into an audit or due-diligence pack for management, advisers, boards and investors.
05
Deliver the integration
Carry findings into remediation and PMO work. Assign owners, plan milestones and track delivery, integration progress and synergies after completion.
Controlled access to the comparison.
Each business keeps its own workspace. Connecting them for review does not merge their data or give either side unrestricted access to the other.
Advisers and other external reviewers can be given a named delegated access key to a comparison. Keys expire after a set number of days (30 by default), can be revoked at any time, show the comparison output rather than the underlying records, and every access is logged.
Look beneath the headline numbers.
Governance and control comparison
Compare the governance, risks, controls and evidence each business has organised. See where approaches align, where information is missing and where remediation needs further review.
Commercial and supplier contracts
Review individual agreements or contract portfolios for commercial, legal, technical, information-security, supply-chain and AI exposure. Bring key terms, obligations, renewal risks and supplier concentration into the assessment.
Employment contracts and workforce liabilities
Compare target contracts against a reference contract or boilerplate. Review differences in notice, bonuses and equity, change-of-control terms, non-competes and other restrictive covenants, intellectual property and potential misclassification, alongside the workforce financial summary.
Findings with ownership
RAG-rate apparent risks, record them in the risk register and assign the relevant owner. Review suggested remediation alongside the underlying documents and professional judgement.
Business structure and accountability
Bring company structures, ownership, key personnel, governance artefacts and contractual responsibilities into the picture. Connect findings to the entities and people affected, then support group oversight after acquisition.
Integration and change
Use PMO to organise remediation, milestones, dependencies and synergies. Change sentiment surveys add a view of how people are experiencing the change; we explain the survey inputs and scoring in the demonstration.
Bring each material finding back to a business decision.
A finding becomes useful when the team can understand its consequence, decide what to do and follow through. Use the connected business information to review:
- The objective or expected deal benefit affected.
- The entities, people, contracts, suppliers and delivery commitments involved.
- The controls already in place and the evidence supporting them.
- The accountable owner, relevant authority and decision required.
- The remediation, integration activity and follow-up evidence needed.
Review the exposure against the objectives and risk appetite of the organisation making the decision. Consider where the combined business creates new dependencies, where the two sides approach risk differently and where strengths can be carried forward. Record the judgement and its basis alongside the finding.
Carry the assessment into the business you run.
The operating picture remains useful after completion. Carry reviewed findings into risk ownership, remediation and PMO integration work. Track milestones, responsibilities, dependencies and synergies as the business changes, and revisit assumptions when new evidence becomes available.
For buy-and-build groups, use that structure to support oversight across acquired entities. For owners preparing for sale or investment, use the same discipline to improve readiness before a transaction begins.
Use the same business picture before and after the deal.
For acquirers and buy-and-build groups
Compare a target with your own operating model, investigate differences and plan the work needed to bring the businesses together. Bring the acquired business into ongoing group oversight after completion.
For owners preparing for sale or investment
Organise the information that buyers and investors will examine. Identify gaps, allocate improvement work and maintain evidence as the business develops.
For merger teams
Understand how both businesses operate, compare their governance and contractual positions and build an integration plan around the differences.
For ongoing operational improvement
Keep entities, ownership, authority, contracts, suppliers, projects, risks, objectives and evidence organised whether a transaction is imminent or not. Readiness grows from the way the business is run every day.
Questions about M&A Pro+
Does Pro+ simply combine two risk registers?
Pro+ compares information from two independently modelled businesses. The review connects governance and contractual findings to the relevant business structure, objectives, responsibilities and integration work, helping your team understand their operational significance.
Does the target get its own environment?
Yes. Pro+ provides GRC and contract management structures for both sides so each can model its business independently before information is connected for comparison.
Is Pro+ only useful when buying a business?
No. The same structured assessment supports merger, sale and investment readiness, ongoing improvement and post-completion oversight.
Does Simplif-i automatically predict every consequence of a deal?
No. Connected records and AI-assisted analysis support investigation and review. Your team and advisers assess the dependencies, evidence, assumptions and decisions relevant to the transaction.
Does AI replace legal or specialist due diligence?
No. AI assists with analysis and potential findings. Your team and advisers review the evidence, assess liabilities and make transaction decisions.
Understand the deal. Own the work that follows.
Bring both business pictures together for review, investigate what the deal objectives depend on and turn material findings into accountable integration work.