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How do I ensure alignment of delivered services to current and future business requirements, to deliver significant value and sustainable results?

Your Executive is satisfied that there is a verifiable case for change and as you approach a potential transaction you require comfort that the proposed services requirement, contract and pricing is in line with your organisation’s current and future requirements.

Burnt Oak Partners supports organisations approaching the closing stages of commercial negotiations and transaction development with current and future due diligence relating to costs, contracts, services & business requirements, either as part of a coherent suite of Deal Diligence services or through out-of-the-box/ on-demand analysis, based on in-depth investigation of real and validated data.

Commercial, Operational & Financial Services (Deal Diligence 3)

Deal Diligence 3 is based on a rigorous process of investigation and evaluation, performed on behalf of the transaction rather than just the services provider, into the details of a potential transaction, entailing an examination of finances, operations and management, and the verification of material facts related to the future partnership.

  • Commercial Due Diligence (CDD) – where a target company’s commercial status – the market position of its products and/or services are reviewed (e.g. market access, sales forecasts, pricing/margin, products/services, competition)
  • Operational/ Business Due Diligence (ODD) – is the process by which a potential purchaser reviews the operational aspects of a target company during ODD activities are often focused on analysing the supply chain, engineering, and manufacturing operations of a target acquisition in detail. ODD includes IT due diligence (ITDD)
  • Financial Due Diligence (FDD) – where the target company’s financial status is reviewed

There are many reasons for conducting Deal Diligence 3 investigations, including the following:

  • Confirmation that the sourcing contract is what it appears to be;
  • Identify potential ‘deal killer’ defects in the sourcing contract and avoid a bad business transaction;
  • Gain information that will be useful for valuing assets, defining representations and warranties, and/or negotiating price concessions;
  • Verification that the transaction complies with investment criteria;
  • Verification that the transaction is in-line with stated Board and Executive expectations and overall business strategy.