{ "media_type": "text", "post_content": "Been doing IT Integration and Separation work for about 3 years. About to dip my toes into IT DD for the very first time. I have 5 years of consulting exp and 12 total YOE (consulting and industry). Will I find IT DD to be unmanageable? Is it really complex?", "post_id": "60f5cb5cf25179002105148d", "reply_count": 5, "vote_count": 2, "bowl_id": "58f80826e7a8f40010f604e5", "bowl_name": "M&A - Mergers and Acquisitions Professionals" }

Been doing IT Integration and Separation work for about 3 years. About to dip my toes into IT DD for the very first time. I have 5 years of consulting exp and 12 total YOE (consulting and industry). Will I find IT DD to be unmanageable? Is it really complex?

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It is the speed that might be a bit overwhelming at first. The concepts are quite similar to other IT assessment work. If you have prior experience in IT Assessment for business alignment, cost optimization, operational effectiveness, or overall health, then you'll get into the groove very quick.

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Ok. Thank you.

The difference is what really matters during due diligence. During execution phase, you get very tactical, detailed however during due diligence, you are often at very high level. It’s nothing you wouldn’t know but you need to remember avoiding getting into the weeds yet covering variety of topics across organization.

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IT DD is actually a fairly technical exercise even though people probably don’t see it that way upfront. I find that the less technical consultants, or the consultants/SMs/even partners that come from an accounting/non-IT background, tend to take a standard approach to IT DD’s and stay away from a) making calls on the root cause of a company’s IT red flags or b) understanding the size of the company and the context of the problem (I.e. how does the problem actually impact the investment thesis, does the client care, etc.) Ultimately the report ends up being unfocused and less valuable to the client because they’re swaying to their comfort zones. Stay aware of that and find a strong SM to help you for the first year at least.

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Just tie everything back to transaction thesis, EBITDA adjustment and net debt adjustment, then you will be fine.

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