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Enterprise Strategy

M&A Technical Due Diligence: What Actually Derails Deals

Enterprise Strategy

7 min read

Technical due diligence checklists tend to focus heavily on code quality and architecture elegance — reasonable things to assess, and rarely the findings that actually change a deal's price or kill it outright. The findings that do that are usually structural, not aesthetic.

Knowing where to look, specifically, is what separates diligence that protects the acquirer from diligence that's mostly theatre.

Licensing and IP provenance, not code style

An undisclosed dependency on code with an incompatible open-source licence, or genuine ambiguity about who owns IP built by former contractors without clear assignment agreements, is a far bigger deal risk than imperfect code architecture — and far more likely to actually surface in diligence done properly.

This category alone has killed or materially repriced more deals than architectural quality concerns, because it's a legal exposure that transfers directly to the acquirer, not a technical debt that can be budgeted and fixed post-acquisition.

Key-person dependency as a hidden structural risk

A system that only one or two people fully understand, with no documentation and no bus-factor mitigation, is a genuine acquisition risk: those people may not stay post-acquisition, and their departure can effectively orphan critical systems overnight.

This is rarely captured by a code-quality review alone — it requires explicitly asking about documentation coverage and interviewing beyond the most senior engineer to see how concentrated the actual operational knowledge is.

Data rights and customer contract technology clauses

Customer contracts sometimes contain technology-specific commitments (data residency, specific uptime SLAs, named subprocessor restrictions) that constrain what the acquirer can actually do with the acquired technology stack post-close — a constraint that's easy to miss if diligence reviews the technology in isolation from the commercial contracts.

Cross-referencing technical architecture against the actual customer contract terms, not just against internal technical documentation, is what catches this category before it becomes a post-acquisition surprise.

The finding that reprices a deal is rarely messy code. It is a licence, a person, or a contract clause nobody cross-referenced.MNB Strategy Practice

Key actions

  • Audit licensing and IP provenance, not just code quality
  • Assess key-person dependency and documentation bus-factor explicitly
  • Cross-reference technical architecture against customer contract terms
  • Interview beyond the most senior engineer to find concentrated knowledge

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