Beyond Risk Mitigation: How IT Leaders Drive Value in M&A

Why IT Deserves a Seat at the M&A Table

When people think about the risks in mergers and acquisitions, they usually focus on valuation or financial due diligence. Yet time and again, it is the overlooked IT dimension that derails integration. From legacy systems that can’t scale to cybersecurity gaps inherited from the target company, technology can make or break the deal.

Despite this, IT is still too often brought in only after contracts are signed, precisely when the problems are hardest to solve. By that point, fragile infrastructures, untested integrations, and hidden third-party dependencies can already be putting deal value at risk.

The Expanding Role of IT in Modern Deals

Technology no longer plays a supporting role in transactions; it shapes outcomes. Investors and acquirers now expect IT to do more than avoid failure. They want it to unlock new opportunities by identifying where digital capabilities can be combined, surfacing untapped product potential, and enabling synergies that accelerate growth.

This shift changes the remit of IT leaders. They are not only guardians of operational continuity but also architects of future value. And in the pressure cooker of M&A, that responsibility comes with a unique set of challenges.

The Pressures on IT Leaders

Leaders navigating M&A must keep the lights on while simultaneously preparing for large-scale change. This means resolving conflicting processes, unifying toolchains, and bridging cultural divides across technology teams, all while ensuring compliance and protecting against evolving cyber risks.

It is a daunting balancing act. Without a clear plan and independent insight, hidden risks can easily translate into costly delays, missed synergies, or worse, outright deal failure.

Building Clarity at Day Zero

At Saros, we believe that clarity starts with rigorous, impartial IT due diligence from the very beginning of a deal. By surfacing risks early, whether unresolved technical debt, restrictive supplier contracts, or fragile infrastructures, leaders gain the confidence to act decisively rather than react under pressure.

Our vendor-agnostic approach ensures that recommendations align with business objectives, not external agendas. From there, we help organisations streamline systems, establish governance frameworks, and align technology roadmaps with strategic growth.

The result is more than risk avoidance: it is the ability to preserve optionality, accelerate integration, and deliver long-term value creation.

Turning Complexity into Advantage

M&A is never simple. But when IT is viewed through a strategic lens rather than an afterthought, the complexity becomes navigable. Deals that might otherwise be fraught with disruption instead become opportunities to strengthen capabilities and position the organisation for sustainable growth.

For IT leaders, the challenge is clear, but so too are the opportunities. With the right diligence and support at day zero, they can transform M&A from a risk to be managed into a platform for innovation, resilience, and competitive advantage.