Pillar I · TAS · VAL · TES · IB
M&A transaction advisory for the technology middle market.
Diligence, valuations, and execution across the M&A lifecycle — the deal read twice, by operators who have to own the result.
Plate /09 — first light
01 · The mandate
What we cover
Our Transaction Services group runs the full M&A lifecycle for tech middle-market deals — buy-side, sell-side, and post-close. Where most diligence shops stop at financial sanity checks, we dig into code quality, scalability, IP ownership, and revenue durability. That’s how value survives the divestiture instead of leaking out in the first nine months.
Transaction Advisory Services (TAS)
Big 4 pedigree combined with technical depth. Quality-of-earnings, working-capital normalization, code-quality assessment, IP and license review, and revenue durability analysis. The kind of diligence that catches problems pre-LOI rather than post-close.
Valuations (VAL)
Credible ARR/MRR analysis, IP and intangibles, cap-table modeling, and 409A. Built for the rooms where multi-million-dollar arguments need to land.
Transaction Execution Services (TES)
Integration management offices and carve-outs. We’ve run 28,000-user migrations with zero downtime. The integration playbook is the difference between thesis and value.
Investment Banking (IB)
Capital raises and exits. Sell-side preparation includes the unsexy work of cleaning up financial reporting, normalizing revenue recognition, and building the data room before a banker would ever take you to market.
Why this matters
The middle market is where deals get made by people who actually have to live in the company afterward. Generalist advisors hand off after close. We don’t — because we built a firm and exited it. That perspective changes which questions get asked during diligence and which integration plays get prioritized.
02 · The service lines
How this pillar takes ownership.
Each service line in this pillar is one plate in the same monograph — scored first, then run from inside the system.
Read the deal twice.
The keystone that holds the number.
Mid-rebuild, without the shutdown.
Two parties, one table.
Tab to the strip, then use the arrow keys to browse the service lines.
03 · Before the first call
The questions boards actually ask.
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What deal sizes does Human Renaissance work on?
We focus on technology middle-market transactions in the $50M–$300M enterprise value range, primarily companies with 50–300 employees and ARR profiles between $10M and $100M. We work both buy-side and sell-side.
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What makes operator-led due diligence different from Big 4 diligence?
Big 4 firms run financial diligence; we run financial AND technical diligence in parallel. Code quality, scalability, IP ownership, technical debt, and post-merger integration risk are assessed by people who have actually shipped software at scale, not by accountants reading vendor questionnaires.
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How long does a typical engagement take?
A diagnostic assessment runs 14 days. Buy-side diligence packages typically run 4–6 weeks. Post-close integration management offices run 90–180 days. We do not commit to retainer pricing until we agree on the work.
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What's the track record on post-merger retention?
95% post-merger customer retention and 100% staff retention 9 months post-close on complex divestitures. Retention is the line diligence models assume and most integrations quietly miss — we design the integration around it from day one.
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Can Human Renaissance run sell-side preparation?
Yes. Sell-side preparation includes financial reporting normalization, contract hygiene, IP assignment review, customer-concentration mitigation, and pre-LOI cleanup. The goal: every issue a smart buyer's diligence team will eventually surface, fixed before they look.
