Most diligence reads a target’s narrative. Few diligences model how the target actually operates — strategy, structure, decision rights, capability. OrgEdge models both companies, then surfaces the overlap, the gaps, and the day-100 plan before you sign.
of large-scale transformations and integrations succeed at the value originally underwritten. The other 70% leak value where the operating models meet — structure, decisions, accountability.
Source — McKinsey, Why transformation efforts failYou are not limited to what is modelled. Every answer combines the live operating models of acquirer and target with established PE / VC frameworks — Bain’s PMI playbook, McKinsey’s transformation cohort, sector benchmarks — applied to your specific structure.
Depth where the data goes, clarity where it doesn’t. Each answer cites the nodes, the benchmarks, and the frameworks it leans on — so your IC sees the reasoning, not a black-box recommendation.
Model the target from data-room artefacts. Score capability against the thesis. Surface structural risks the deck didn’t — orphaned strategy, unclear decision rights, capability gaps under the value driver.
Diff acquirer and target. Generate the day-100 plan: which functions merge, which positions duplicate, which decisions reassign. Track synergy realisation against the plan you signed.
Run the same operating-model assessment across the portfolio. Compare capability scores. Spot the under-managed asset. Move best practice between portcos with structural evidence, not anecdote.
We work under NDA. Send the data room — we model acquirer and target, run the diff, and walk your investment committee through the structural risks and the day-100 plan.