Heremba technology methodology: from evidence to delivery
Make the basis of the finding visible, then connect it to the work the deal requires.
Our methodology supports the technology workstream from assessment into delivery. It combines the Technology Discovery Framework, the M&A Capability Maturity Model, and integration, separation and TSA templates. The scope of each engagement determines which elements are relevant.
Start with the deal requirements
Establish the assessment boundary
The intended end state and transaction perimeter determine what the work needs to test. Day-1 requirements and the sources of value give the assessment a commercial purpose. The questions should identify what must be established, rather than treat a standard document request as the scope itself.
Use the Technology Discovery Framework
Connect findings to evidence
The Discovery Framework structures technology discovery and diligence. The assessment considers the estate and dependencies within the agreed scope. Findings should distinguish what is evidenced, what rests on an assumption and what remains an unresolved gap.
The resulting position connects technical findings to cost, timing and work required. The client and its advisers can then consider the implications for the deal and the subsequent programme.
Use the wider methodology in context
M&A Capability Maturity Model
The M&A Capability Maturity Model forms part of Heremba’s methodology. Its use is defined within the engagement. The model does not replace the specific evidence or operating requirements of the business being assessed.
Integration, separation and TSA templates
Templates provide a consistent structure for delivery planning. They help carry findings, assumptions and dependencies into the relevant programme. The content still needs to reflect the actual scope, decisions and work required from the parties involved.
Questions about this page
Is the Discovery Framework the whole deal lifecycle?
No. The Technology Discovery Framework structures discovery and diligence. Our M&A Technology Framework shows the broader lifecycle, including readiness, separation, integration, the hold period and exit. The methodology also includes the maturity model and delivery templates, with the relevant scope determined by the actual assignment.
How are gaps in the evidence handled?
A point that cannot be verified remains an identified gap rather than being treated as an established fact. The assessment should make the limitation and its implications visible. Where further work is required, the gap can inform the scope of subsequent diligence or the delivery programme.
Do the templates determine the delivery plan?
Templates provide structure, but the transaction determines the plan. The engagement needs its own perimeter, operating requirements, evidence and dependencies. A completed template does not establish that a capability is ready or a risk resolved; the programme needs the relevant assessment and acceptance evidence behind those conclusions.
Can we discuss which methodology elements fit our assignment?
Yes. The initial scoping discussion establishes the decision required, the available evidence and the technology work involved. That context determines which methodology elements are relevant. The assignment can be limited to a defined assessment or connect findings to delivery, with the boundaries and responsibilities agreed explicitly.
Keep the lifecycle and the method distinct
Our M&A Technology Framework describes where the work sits from pre-LOI to exit. The methodology describes the assessment and planning approach used within that lifecycle. Neither assumes that every transaction requires an identical assignment.
The case studies show the approved anonymised programme evidence. For a new requirement, start with the decision ahead and the evidence available.