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TPRC®

PE & M&A.

You diligence the financials, the legal structure, the technology, and the leadership. The variable that destroys most of the value post-close is not on the checklist. That is the readiness gap. We measure and close it, before, during, or after the transaction.

What you check off.

Across every deal, the work has been done. None of these items, individually, predict whether the thesis will arrive.
  • Financial due diligence and quality of earnings.QoE report. Adjustments quantified.
  • Legal and regulatory review.Counsel signed off. Risks documented.
  • Commercial diligence and market sizing.TAM defended. Win-rate validated.
  • Technology and operational diligence.Stack reviewed. Ops mapped.
  • Leadership assessment and key person risk.Top team mapped. Retention modeled.
  • Integration plan and value creation thesis.Synergies modeled. Sequencing set.

What you expect.

The thesis the IC underwrote. The returns profile committed to the LPs, in the language the IC memo committed to it.
01.
The thesis delivered on schedule.
02.
Synergies captured in the first twelve months.
03.
Senior people retained through the transition.
04.
The acquired team operating against the new plan.
05.
Multiple expansion at exit. A returns profile the LPs were promised.

The thesis. The synergies. The returns the LPs were promised.

Underwritten · Committed

What statistically arrives.

Most deal teams operate on a reasonable assumption: with rigorous diligence and competent integration, value creation lands within tolerance of the thesis. The data does not bear this out.
0%
50%
Value destroyed
People issues, first 12 mo

of M&A deals fail to meet objectives, with over half of organizations losing key talent at the same or higher rate than non-critical talent.

Aon Hewitt, Culture Integration in M&A Survey
0%
70%
Underperformed
30% on thesis

of M&A practitioners who experienced a failed deal point to problems in the integration as the primary cause.

Bain & Company, Global M&A Report

The gap between what was diligenced and what arrives is not a margin. It is a pattern.

 

The readiness gap.

The gap is the difference between the value committed to in the thesis and the value that arrives post-close. It forms in the space between transaction and integration, where one variable is not measured: whether the people on both sides, the acquired and the acquirer, are in a position to deliver the plan being built across them. Pre-close as part of due diligence. Post-close as the integration unfolds.

Activity invested Return arriving Month 00 / 12
The readiness gap Up to 86% of the return committed to. M0 M3 M6 M9 M12 Kickoff · funded, staffed, deployed, aligned Same starting point
M0M3M6M9M12
Reduced-motion mode detected. The chart is shown in its final state. Use the scrubber to step through manually.

Kickoff · funded, staffed, deployed, aligned

readiness-gap-mobile2
Activity invested Return arriving

The diligence was rigorous. The thesis did not arrive. The variable nobody ran a number against: whether both sides could deliver the plan built across them.

The People Readiness Company

Three moves. One framework.

Operator language. What the framework does, framed for what a deal team can act on at each phase of the transaction.

A people risk profile before the deal closes.

A precise read on both organisations' current capabilities to deliver the thesis. Not a culture conversation after the fact. A risk-management instrument for the diligence phase.
Pre-close: Diligence
Pre-close: Diligence Pre-close: Diligence Pre-close: Diligence Pre-close: Diligence Pre-close: Diligence Pre-close: Diligence Pre-close: Diligence Pre-close: Diligence

Continuous tracking through integration.

Pulse data every fourteen days. Early signals when the team's performance capability is thinning, before retention or productivity collapse.
Ongoing
Ongoing Ongoing Ongoing Ongoing Ongoing Ongoing Ongoing Ongoing

A measured shift at Day 90.

The same diagnostic, repeated. Numbers compared to the pre-close baseline. The integration risk either narrowing or widening, in the data.
Day 90: Reassessment
Day 90: Reassessment Day 90: Reassessment Day 90: Reassessment Day 90: Reassessment Day 90: Reassessment Day 90: Reassessment Day 90: Reassessment Day 90: Reassessment

“ When the last deal underperformed its thesis, how often was people readiness a factor? And what did your due diligence process tell you about that risk in advance? ”

A question worth taking thirty minutes for.

Start with a conversation.

Thirty minutes. We listen to what is happening in your portfolio or your next deal, place it against the readiness framework, and tell you what a diagnostic would surface.