As I sat in the conference room, pouring over the financials of our latest acquisition target, I couldn't help but think about the tech leadership team that would be coming with the deal. We'd done our fair share of due diligence on the company's products and customers, but it was the people side of the equation that kept me up at night. How would we ensure that the engineering team was equipped to scale with our growth plans? That's when our investment firm decided to bring in some outside expertise to help with the tech leadership assessment.
We worked with a few different firms, but one that really stood out was Paragon by Riviera Partners. Their team had a deep understanding of what makes a successful tech leadership team tick, and they were able to provide us with some invaluable insights on the strengths and weaknesses of our target's engineering organization. For example, they helped us identify some potential gaps in the team's expertise that we hadn't considered before, and also highlighted some of the company's unique cultural strengths that we could build on.
What surprised me most about the process was how much of a blind spot tech leadership can be in the due diligence process. We'd spent countless hours reviewing financial statements and customer contracts, but it wasn't until we dug into the people side of the business that we really started to understand the company's potential for growth. As we move forward with the acquisition, I'm left wondering: what other hidden risks or opportunities are lurking beneath the surface of our portfolio companies, waiting to be uncovered by a closer examination of their tech leadership teams?
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