PlaybooksRunning the technology side of a deal.
Plain, vendor-neutral guides to the IT work in a merger, an acquisition or a divestiture: what to do at each stage, who is involved, the red flags to look for and what you should have at the end. They stand on their own, whatever tools you use.
IT due diligence
Find out what technology you are buying, what it costs to run and to change, and what belongs in the price, the purchase agreement and the day-one plan.
Read the playbook Before signingSecurity due diligence
Find out how exposed the target is, whether it has already been breached, and what must be true before its network is connected to yours.
Read the playbook Signing to closingDay-one readiness
Prepare the first day under new ownership so the business keeps running, access is under your control, and nothing is connected that should not be.
Read the playbook After closingThe first 100 days
Learn what you actually own, fix what is dangerous, and decide the end state for each part of the estate before you start moving things.
Read the playbook After closingNetwork integration
Document what you inherited, resolve overlapping addresses, connect behind a security gate, and cut over in waves you can roll back.
Read the playbook After closingIdentity and email integration
Let people work together across both organisations first, then clean up and consolidate accounts and mail in waves, without breaking mail flow or trust.
Read the playbook DivestituresCarve-outs and transition services
Separate a business from its parent without stopping it: define the perimeter, choose how to separate, scope the transition services and plan the exit from the start.
Read the playbookWhere the tools come in
The playbooks are general. To see where DeepReview, SubnetSleuth and HouseGRC fit at each stage, and what each one produces, read MNA Tools in a deal.
These guides describe common practice for the technology side of a deal. They are not legal, tax or financial advice.