What Due Diligence Misses
What Due Diligence
Misses
Due diligence reviews documents. Voyager observes reality.
You'll see how the target company actually operates. Not the process maps they prepared for the deal. The real workflows.
Where the business runs on tribal knowledge. Where key person dependencies hide. Where the "scalable processes" are actually three people and a spreadsheet.
The truth beneath the deck.
Due diligence reviews documents. Voyager observes reality.
You'll see how the target company actually operates. Not the process maps they prepared for the deal. The real workflows.
Where the business runs on tribal knowledge. Where key person dependencies hide. Where the "scalable processes" are actually three people and a spreadsheet.
The truth beneath the deck.
Due diligence reviews documents. Voyager observes reality.
You'll see how the target company actually operates. Not the process maps they prepared for the deal. The real workflows.
Where the business runs on tribal knowledge. Where key person dependencies hide. Where the "scalable processes" are actually three people and a spreadsheet.
The truth beneath the deck.
The Integration Nightmare
You Can Prevent
Day 1 arrives. Now you discover what you actually bought.
Systems that don't talk. Processes that contradict. Cultures that clash. Key people who quietly start interviewing elsewhere.
Every integration surprise was knowable — if anyone had looked at how work actually happened before the signatures dried.
The most expensive sentence in M&A: "We'll figure it out after close."
Day 1 arrives. Now you discover what you actually bought.
Systems that don't talk. Processes that contradict. Cultures that clash. Key people who quietly start interviewing elsewhere.
Every integration surprise was knowable — if anyone had looked at how work actually happened before the signatures dried.
The most expensive
sentence in M&A:
"We'll figure it out after close."
Day 1 arrives. Now you discover what you actually bought.
Systems that don't talk. Processes that contradict. Cultures that clash. Key people who quietly start interviewing elsewhere.
Every integration surprise was knowable — if anyone had looked at how work actually happened before the signatures dried.
The most expensive sentence in M&A: "We'll figure it out after close."
Kill Bad Deals Before They Close
Kill Bad Deals
Before They Close
The best M&A decision is sometimes walking away.
Voyager gives you the evidence to kill a bad deal before you're committed.
When the operational reality doesn't match the management presentation, you'll know. When the "synergies" exist only in the model, you'll see it.
Stop pretending. Start seeing. Walk away if you have to. That's not failure — that's the deal you didn't lose money on.
The best M&A decision is sometimes walking away.
Voyager gives you the evidence to kill a bad deal before you're committed.
When the operational reality doesn't match the management presentation, you'll know. When the "synergies" exist only in the model, you'll see it.
Stop pretending. Start seeing. Walk away if you have to. That's not failure — that's the deal you didn't lose money on.
The best M&A decision is sometimes walking away.
Voyager gives you the evidence to kill a bad deal before you're committed.
When the operational reality doesn't match the management presentation, you'll know. When the "synergies" exist only in the model, you'll see it.
Stop pretending. Start seeing. Walk away if you have to. That's not failure — that's the deal you didn't lose money on.
