Start with a review of how data moves between customer orders, planning, production, and finance. Often run alongside the Diagnostic®, that review shows which system gaps cost the most and which investments pay back first, so the plan begins with evidence, and early projects help fund the larger ones.

Timelines follow scope. A technology roadmap can come together within weeks, while ERP and infrastructure projects run longer and go live in phases so the business sees value early. Each phase is scheduled around production calendars and peak seasons, which keeps shipments moving while the work progresses.

After close, diligence findings become the first technology plan. Technology Due Diligence assesses systems, cyber risk, and integration effort before the deal, and the Digital & Technology practice then puts that roadmap into motion, consolidating platforms and hardening infrastructure as the business grows, so nothing learned during the deal gets lost.

Sponsors use it to tie technology spend to the value creation plan, with extra weight on folding add-on acquisitions onto one platform and on reporting the board can rely on. Technology work runs the same way whether or not a sponsor is involved, and the Private Equity page covers the sponsor perspective in depth.