After graduating from Loughborough University in 2007 with degrees in electronic engineering and finance and management, I completed the BAE Systems graduate programme in their weapons and vehicles di...
Byron Ford, Consultant
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Home > Services > Strategy > Operational Due Diligence
The road ahead can be uncertain. Reducing the number of ‘unknowns’ pre-transaction can make the difference between success and failure.
We bring 25 years’ experience in setting up and driving large scale transformational change for our clients to your operational due diligence process. We help you identify where the implementation challenges may lie in driving performance improvement. We give you the confidence that, when the rubber hits the road, your post-transaction plans are well grounded and reflect the operational reality of the target company.
Our operational due diligence services are designed to work alongside other due diligence exercises that you are already commissioning. Whilst having a distinct scope, there are clear links to other forms of due diligence:
We have developed an assessment toolkit that enables us to work with you to rapidly review the target company from a wide range of different perspectives. Any elements that lack alignment with strategic direction or suggest an inability to effectively scale will be identified, and provide focus areas for further investigation if the risk is deemed as material to the transaction.
The assessment begins with understanding the current strategy and any significant strategic shifts you envisage post-transaction. We will review the articulation of strategy and executive team alignment with strategic drivers.
Once we’re clear on were you’re looking to take the business, this sets the scene for a series of questions which our due diligence review will seek to answer. Areas of focus include:
We may not need to look into all of these areas in every situation. Our toolkit is designed such that an initial first-pass assessment will reveal which areas are likely to be harbouring potential trouble-spots, and which feel like they’re already in good shape.
Berkeley has 25 years’ experience in putting plans into action. This experience enables us to quickly assess where challenges are likely to arise as businesses seek to improve their operations, and target practical interventions accordingly. The value of early intervention is hugely significant, both in terms of avoiding wasted expenditure and accelerating value enhancement.
Neil McClumphaPartnerContact Neil McClumpha