Project 5- Investor-Ready IT Due Diligence for a High-Growth SaaS Company

Introduction

A fast-growing, EU-based company with approximately 90 employees was preparing for institutional investment. While the business showed strong commercial traction, leadership recognized that their IT landscape had grown organically and lacked the transparency and structure expected by professional investors. They engaged Zotech Advisory to assess their IT, security, and operational readiness ahead of formal due diligence.

Challenges

The company’s technology environment had evolved rapidly to support growth, but without a unified strategy. Systems and SaaS tools were adopted across teams with limited central oversight, documentation was incomplete, and ownership of critical IT and security responsibilities was unclear. From an investor's perspective, this created risk. There was limited visibility into infrastructure architecture, security posture, access controls, and vendor dependencies. Leadership needed a clear, defensible picture of their IT maturity and a plan to address gaps before entering formal due diligence discussions.

Solution

Zotech Advisory conducted a structured IT and security due diligence assessment aligned with investor expectations. We reviewed the company’s infrastructure, cloud environment, SaaS landscape, identity and access management, data protection practices, and governance processes. The engagement focused on identifying risks, dependencies, and gaps that could raise concerns during investor review. We translated technical findings into clear business-level insights, prioritizing issues based on impact, likelihood, and remediation effort. In parallel, we developed a practical remediation roadmap outlining immediate actions, short-term improvements, and longer-term initiatives. This ensured leadership could confidently explain both the current state and the path forward to investors.

Impact

The company entered investor discussions with a clear and credible IT narrative. Leadership gained full visibility into their technology risks, dependencies, and maturity level, supported by documented findings and a structured improvement plan. Potential concerns were addressed proactively rather than reactively, reducing friction during due diligence and strengthening investor confidence. The engagement helped position IT not as a risk factor, but as a controlled, well-understood component of the company’s growth strategy.