DUNEProduct & Engineering Advisory FR

For investors

Know the true state of the technology before you decide.

An independent read on the product, the technology, and the engineering organization, built around an investment or portfolio decision.

When to bring me in

  • Before an investment“What is the true state of the technology, and can the team deliver the plan?”
  • Before an acquisition“What does it add to what we already have?”
  • Before a partnership“Can we really build on this technology?”
  • In a portfolio company“Is the problem the technology, the product, the organization, or the management?”
  • After a buy-and-build“Which platforms do we keep, merge, evolve, or retire?”
  • AI exposure“Is AI an opportunity or a threat for this portfolio company?”

What I look at

The product, the technology, and the team behind them.

Interviews with management and teams. Product, architecture, code where needed, delivery, quality, engineering organization, the role of AI. Deliverable: an independent read—strengths, risks, gaps against the plan, options—written to support the decision.

This is not financial due diligence. Technology due diligence is one possible situation; the question is often broader—reinvest, step in, rationalize.

Past analyses

Three analyses conducted to inform decisions.

Acquisition · in a technology leadership role

What is the real state of the target’s technology?

Situation
A company is considering the acquisition of a technology business.
Analysis
In-depth review of the products and technology, benchmarked against in-house capabilities.
Decision
The technology did not bring the expected value. The acquisition did not go ahead; the analysis helped ground the decision in facts.

Post-acquisition · in a technology leadership role

About six platforms inherited from acquisitions: which ones to keep?

Situation
After several acquisitions, leadership has to decide the future of each platform.
Analysis
The whole engineering organization and each platform reviewed: technology, product, teams.
Decision
Portfolio decisions: what to keep, evolve, or rationalize. An engineering organization of about fifty people restructured.

Technology partnership · in a technology leadership role

Can we really build on this technology?

Situation
A company is considering using the technology of a business that develops a connected medical device.
Analysis
Audit carried out with a member of my team: what the technology really does, how mature it is, and whether it fits the intended use.
Decision at stake
Whether to partner, with a clear view of the technology’s real state.

These analyses were carried out in a technology leadership role, for the group I worked for.

First conversation

A major decision to make?

Tell me about the situation and what needs deciding. We’ll quickly see whether and how I can help.

Talk about your situation