The diligence you already pay for. Plus the plan for what happens after.
Technology and IP evidence on a target, delivered inside your window. And because we are already in the data room, the forward growth plan for that company comes with it — included, not billed separately.
Why almost nobody at this size buys this
Not because it lacks value. Because of arithmetic. Technology and IP diligence at sub-$100M deals runs 3 to 5% of the target's annual EBITDA (RA Buyer Profile v2) — and at this size that comes out of the fund's own pocket rather than the deal. Your money, on a target you might walk away from.
So the deal team looks at the fee against the earnings and declines. Every time, correctly, given how it is normally priced.
Which means the evidence that most separates a good technical thesis from a plausible one is systematically absent at exactly the deal size where a single missed finding moves the outcome most. In the lower middle market the spread between top and bottom quartile IRR is 24% against 9% (RA Buyer Profile v2).
The problem is the pricing model, not the value. Priced to the deal, the work happens.
What you get before you sign
A read on the target's technical position that an investment committee can interrogate: the patent estate and what it actually covers, prosecution activity and where it is heading, third-party filings sitting across the product roadmap, freedom-to-operate exposure, and the standards or regulatory gates that decide whether the stated expansion path is real.
Every conclusion traces to a filing, a publication or a primary document with a date. No syndicated summaries, no unsourced landscape claims. See what a delivered engagement looks like →
And the part nobody else includes
While we are in the data room, we build the growth plan for the company you are considering buying.
Not a slide about upside. The same structured work described on the method page, scoped to what the data room supports: where growth could come from, which directions survive contact with evidence, what capability the company would need for each, and the conditions under which each should be abandoned.
It is included because it costs us little once we are already inside. The evidence base is assembled either way. Turning it forward is a fraction of the work of starting cold — and it is the part you cannot commission separately at this deal size, because the arithmetic in the first section applies there too.
You get it whether or not you proceed with the acquisition. If you walk away, you keep a technical read on a market you now understand better than you did. If you buy, you own the company with its growth plan already written.
Which means the plan exists on day one
This is the part that is hard to get anywhere else, and it has nothing to do with our being clever. It is a consequence of when the work happens.
Growth planning normally starts after close, and the 100-day plan does not favour it — adjacency work gets deferred to days 61 through 90 (RA Buyer Profile v2), which is after the thesis has locked and about when deferred items stop happening. The average hold is now 6.6 years and DPI sits at the lowest level on record (McKinsey GPMR, 2026). A year spent deciding where growth comes from is a year of the hold you do not get back.
Do the work during diligence and the company starts its first quarter under new ownership with the directions already scored and the kill criteria already named. Not a faster plan. An earlier one.
What happens after that is the company's decision
If the acquisition completes, the growth plan belongs to the company, and the leadership team runs it. Most want the evidence base kept current rather than left to age — which is where EVOS comes in, at company level, on the company's own budget. What that looks like for a portfolio company →
That is a separate conversation with separate money, and it is theirs to have. Nothing about the diligence engagement depends on it.
Bring us a live one
A working session, one hour. Tell us the target and the deadline; we will tell you what is knowable inside it and what is not.