Third Opinion Consulting solves a critical problem in the technology mergers, acquisitions, and investment world:  how do you effectively evaluate a prospective company’s assets and test the validity of their claims?

We partner with private equity and individual investors to provide a clear picture of the value of the technology they aim to acquire, advising them during the valuation and acquisition process. We help them answer key questions and provide clarity before the transaction occurs.  We shine a light on behind-the-scenes technology infrastructure, customer experience, true competitive analysis, and scalability issues to give our clients a better picture than ever before.

• Does their infrastructure scale?  What investments are required 2-3 years down the road in order to meet future business goals?
• Is their technology secure?  Have the proper steps been taken to secure the data?  What compliance issues might open them up to increased risk?
• Does it really perform?  How much behind-the-scenes work is holding the platform together that isn’t obvious to an end-user?
• Have they protected the trademarks and intellectual property in their portfolio?
• Is their position in the marketplace clear?  How do they stack up in a rigorous competitive analysis.

We founded Third Opinion Consulting based on our own experiences in technology acquisition.  Our founding partners have conducted dozens of in-depth due diligence projects and developed a repeatable, proven method for success.  We saved our own companies millions of dollars by avoiding risky acquisitions and partnerships, and as our experience grew we became sought-after independent consultants to private equity investors. After realizing how few acquisitions conducted rigorous technology due diligence, we founded Third Opinion Consulting as a specialized firm dedicated to providing our clients a clearer picture into the investment they are about to make.

Why the name Third Opinion?

We found that due diligence and acquisition strategy projects were often led by finance people without technical backgrounds or experiences, so they relied on their internal IT staff or the documentation provided by the potential acquisition target.    Neither of these two parties has the right incentive or knowledge to effectively evaluate the technology in question.  We found there needed to be a “third opinion”, someone who was unrelated to the deal who could provide clarity to the investors— hence, Third Opinion Consulting was born.