Operator-led revenue due diligence for investors evaluating deals, acquirers running M&A, and founders preparing for their next round. We stress-test the revenue story and deliver an IC-ready assessment in 10–15 days.
Independent assessment of revenue quality, pipeline integrity, and GTM scalability. Findings ranked by deal impact, priced for your IC.
GTM diligence scoped to your acquisition thesis. Customer concentration, retention risk, team dependency, market defensibility.
Same methodology investors use to evaluate your deal, run before the process starts. Find the gaps. Fix them. Enter DD with confidence, not surprises.
Embed a fractional GTM leader to fix what the DD uncovered and scale your portfolio companies hands-on. Learn more →
But 40% sits in one account, NRR is declining, and the pipeline relies on a handful of key relationships, not a repeatable process.
But CAC has doubled in 18 months, sales cycle is lengthening, and the ICP shifted without anyone noticing.
But the ICP that drove initial traction isn't the one in the growth plan. The buyer profile shifted, the competitive landscape changed, and the pricing that worked at $1M ARR breaks at $5M.
Six dimensions that go deeper than the data room. Each scored, risk-rated, and mapped to deal impact so your IC can price the risk, not guess it.
Concentration, cohort retention, contract durability, expansion vs. new logo mix, and revenue predictability under stress scenarios.
Stage progression accuracy, coverage ratios, velocity trends, conversion by segment. Is the pipeline built to sustain growth or built to close a round?
CAC payback, fully-loaded LTV, blended vs. segment-level margins, and trajectory under the deal model's growth assumptions.
Gross and net retention by cohort, churn drivers, expansion triggers, and the gap between reported NRR and economic NRR.
Quota attainment distribution, ramp times, key-person dependency, process maturity, and ability to scale without the founders selling.
Competitive positioning durability, ICP clarity, pricing power signals, and whether growth requires category expansion or market share capture.
12 years operating at the intersection of tech, finance, and regulation across 9 countries. I've raised capital, evaluated deals as an investor, architected GTM strategies, and scaled revenue from early-stage startups to scale-ups across digital assets, fintech, and B2B SaaS. I know which questions matter most and where the real risks and opportunities live.
Composite score + dimension-level ratings with risk flags ranked by deal impact.
2-page IC summary. Findings, deal implications, and risk-adjusted considerations.
Full analysis across all six dimensions. Data-backed, interview-driven, evidence-supported.
Presentation to your deal team or board. Findings, Q&A, scenario walk-throughs.
Large advisory firms charge €150K+ for GTM DD. We deliver independent, IC-ready assessment, fast, at a fraction of the cost.
Typically: CRM access or pipeline exports, revenue and retention data by cohort, sales compensation and quota attainment data, and 3-5 management interviews. We work with what's available in the data room and supplement with targeted interviews. The scoping call defines exactly what's needed for your specific deal.
Most advisory firms run financial and legal DD. Their "commercial" workstream is typically market sizing and TAM analysis. We go deeper into the engine itself: pipeline quality, sales process maturity, customer concentration risk, and whether the GTM motion can scale without the founder. It's operator-grade, not analyst-grade.
Pre-Seed through Series A. The methodology scales to the company's stage: earlier deals focus more on founder dependency and pipeline repeatability, while later deals emphasize unit economics, retention, and team scalability.
A focused assessment (2-3 dimensions) takes around 10 days. A full assessment across all six dimensions takes approximately 15 days. Exact timing depends on data access and management availability for interviews.
Yes. We run the same assessment investors would, but before the process starts. You get a clear picture of where your GTM story holds up, where it doesn't, and what to fix before opening the data room. It's the difference between being surprised in DD and being prepared for it.
High-quality revenue shows low customer concentration, strong retention (net and gross), healthy pipeline coverage, and efficient unit economics. At-risk revenue hides behind one large account, declining NRR, founder-dependent pipeline, or CAC that keeps climbing without a corresponding increase in lifetime value.
Yes. Common ones include undisclosed customer concentration, pipeline that's been staged to inflate projections, retention numbers masking net losses, or a GTM motion that collapses without the founder selling. The point isn't to kill deals. It's to make sure you're pricing risk accurately.
Tell us about the deal. We'll tell you what a scoped assessment looks like and whether it's worth your time.