Independent, technical due diligence (TDD) and M&A transaction leadership for international acquirers of technology and services companies in the region.
Buy-side and sell-side · Carve-outs · Post-merger integration · One transaction at a time.Technical due diligence, sometimes called IT due diligence or TDD, is the independent review of a target company's technology during a merger or acquisition. It tells the buyer what they are acquiring, what it will cost to run and integrate, and where the risks sit, before the deal is signed.
The work spans the full transaction: buy-side diligence for acquirers, vendor (sell-side) due diligence for owners preparing to sell, carve-out assessment when a business is separated from a parent, and post-merger integration (PMI) once the deal closes.
The ideal fit is an international company acquiring or investing in a startup, small or mid-size company in Latin America: strategic buyers, private equity funds, family offices and corporate development teams, where distance, language, local practices, laws and regulations, make the technical picture harder to read from the outside.
You have the commercial and financial view of the target, and you need the same confidence on the technology, from an advisor who works in the region and reports directly to you.
Founder-led technology, lean teams and informal documentation are common at this size. The review is calibrated for that reality and focuses on what actually moves the value and the risk of the deal.
I lead the technical workstream of the transaction end to end: I work the data room, coordinate with your deal team and the target's management, run the diligence, and deliver a written assessment for the decision-maker: what you are buying, what it will take to integrate it, and where the risks sit. Carve-out separation planning, transitional service agreements (TSA) and post-merger integration follow the same shape when you need them.
How the platform is built, whether it holds up as volume grows, and the cost of scaling it.
Security posture, data protection, access controls and exposure to regulatory obligations (NIST Framework).
The shortcuts carried in the codebase and infrastructure, and what they will cost to resolve.
Who holds the critical knowledge, retention risk, and dependence on individuals or founders.
Whether the roadmap is credible and funded, and how it aligns with your thesis for the deal.
Change-of-control clauses, renewals that fall right after closing, and single-vendor dependence.
Real consumption against contracted capacity, and the run-rate you inherit on day one.
Ownership of the code and IP, use of open source, and any claims that could follow the asset.
Sector obligations that apply after the acquisition, with the local regulatory reading.
Product companies and platforms, with attention to architecture, unit economics and the cost of scale.
Banking, lending, insurance and fintech, where regulatory obligations shape the technical review.
Providers and health technology, with data protection and continuity as central concerns.
Engagements serve acquirers headquartered in North America and Europe, evaluating targets across Latin America. Work is conducted in English and Spanish, bridging the gap between your deal team and a local management team.
A full diligence and transaction lead runs across several weeks at roughly 15 to 20 hours a week. That is a monthly retainer, agreed against a written scope, so the fee is predictable and the clock never becomes the conversation. Short red-flag assessments still work best by the hour.
The fastest way to a number is a short call: describe the target and the timeline, and you will have a proposal.
Technical due diligence is the independent review of a target company's technology during a merger or acquisition. It assesses the architecture, security, technical debt, team, product roadmap, vendor contracts and infrastructure cost, so the buyer understands what they are acquiring and where the risks sit before signing.
A buy-side TDD covers architecture and scalability, security and data protection, technical debt, key people and retention risk, product roadmap, vendor contracts and change-of-control clauses, cloud and infrastructure cost, intellectual property ownership, and sector compliance. The result is a written red-flag and risk assessment for the decision-maker.
Yes. Beyond the diligence itself, the engagement covers carve-out assessment, separating the target's technology from a parent and defining transitional service agreements (TSA), and post-merger integration (PMI) planning after the deal closes.
International buyers acquiring or investing in a small or mid-size company in Latin America: strategic acquirers, private equity funds, family offices and corporate development teams based in the United States, the United Kingdom and Europe.
Acquirers based in the United States, the United Kingdom, France and the rest of Europe, acquiring targets located in Latin America. Work is conducted in English and Spanish.
A full transaction window is priced as a fixed monthly retainer against a written scope, typically 15 to 20 hours a week across several weeks. Focused reviews start at USD 150 per hour. The effective rate decreases with the size and duration of the engagement, and scope and fees are agreed in writing before the work begins.
Technology leader with deep experience across banking and financial services, insurance and health in Latin America. I have led technology strategy and delivery inside complex, regulated organizations, and I bring that operator's view to the buyer's side of a transaction.
The work is independent: no resale, no vendor commissions, no product to place. The only interest served is a clear and honest read of what you are acquiring.
View profile on LinkedInBook a short intro call to walk through the target and the timeline. You will leave with a clear view of scope and next steps.