Operationalising Value Creation: Technology & Transformation With the Exit in Mind
- Richard Keenlyside
- Jun 7
- 4 min read
TL;DR
An integrated service model that moves beyond traditional diligence and strategy is essential for delivering real, scalable value post-deal. This blog explores how deep engagement in technology transformation and operational execution helps private equity-backed businesses not only realise their value creation plans but also optimise readiness for a successful exit.
The New Mandate: Going Beyond Diligence
In today’s fiercely competitive M&A environment, due diligence and high-level strategy are just the entry point. True value is created or lost during the post-deal integration and transformation phases. It’s here that businesses need more than advisory; they need a partner in operational delivery.
As someone who has overseen over fifteen global mergers and acquisitions and led technology transformations across industries including manufacturing, logistics, retail, utilities and finance, I’ve witnessed this critical shift firsthand. A successful exit isn’t just about trimming inefficiencies—it’s about enabling the business to scale, integrate, and transform under a unified, technology-enabled vision.
Post-Deal Technology Transformation: The Core of Value Creation
Post-deal technology transformation is where theoretical plans meet operational reality. It’s not just about migrating systems or consolidating platforms—it’s about reshaping how the business functions day-to-day, with the exit lens always in focus.
Why It Matters
Reduces Technical Debt Early – Standardising infrastructure and retiring legacy systems enhances performance and investor appeal.
Accelerates Synergy Realisation – From ERP harmonisation (e.g. SAP S/4HANA, Oracle Fusion, Infor CloudSuite) to CRM and supply chain integrations.
Enables Scalable Growth – A cloud-first, modular architecture prepares the business for bolt-on acquisitions and rapid expansion.
Mitigates Risk – Embedding cybersecurity, compliance and data governance ensures operational resilience pre-exit.
From Vision to Value: Operationalising the Strategy
Many private equity firms set a value creation strategy, but execution falters without embedded leadership and cross-functional transformation capability. That’s where integrated CIO-level service delivery becomes vital.
The Endava Approach (Associate Experience)
At Endava, I worked with private equity clients across the UK, the US and Europe. My role often included:
Delivering business and technology due diligence
Designing post-acquisition technology strategies
Leading ERP/WMS integration
Creating data governance roadmaps
Advising on exit-readiness metrics
Fractional CIO/IT Director
But what truly drove success was embedding deeply within portfolio companies to deliver transformation, not just advise on it.
The Integrated Transformation Model: Exit-Ready by Design
1. Business & Technology Strategy Integration
Align IT with commercial vision. Define tech operating models that are flexible yet standardised across entities.
2. ERP, CRM & Data Enablement
Unify systems to create a real-time, single version of truth. I’ve implemented NetSuite, Epicor, Oracle SaaS and Adobe Commerce to drive digital transformation across retail, manufacturing and food sectors.
3. Cybersecurity & Compliance
From GDPR readiness to third-party SOC integration, investors need assurance. I led global cybersecurity upgrades across a 13-country business, eliminating £2m in legacy costs in under a year.
4. Automation & AI for Efficiency
Deploying RPA and AI reduces manual load, enhances data-driven insights and prepares the business for scale. At a water utility firm, automation saved 75,000 hours annually and removed 50 FTEs.
5. Exit Planning Begins on Day One
Technology must support clean financials, transparent metrics and low integration friction for future buyers.
Real-World Exit-Driven Transformation: A Case Study
As CIO for a global automotive manufacturer, I delivered a five-year IT strategy targeting Azure migration, ERP consolidation and cyber hardening—all built with the planned exit in mind. The outcome?
£2m technical debt removed in 8 months
Cybersecurity maturity increased across all regions
Seamless alignment across 13 global entities
This wasn’t transformation for transformation’s sake—it was value creation with an explicit exit mandate.
FAQs
Q1: Why is post-deal transformation critical for PE-backed companies?
A: It’s where the investment thesis is operationalised. Without execution, strategy remains theoretical and value creation stalls.
Q2: How long should post-deal technology transformation take?
A: Ideally, 18–36 months, depending on complexity. However, foundational efforts like ERP consolidation and cybersecurity must begin within the first 6 months.
Q3: What’s the role of the CIO during the transformation phase?
A: A modern CIO leads not just IT, but business change—aligning tech with commercial goals, overseeing governance, and driving automation and analytics for faster decisions.
Q4: How do I know if my business is ‘exit-ready’?
A: Clear, consolidated systems, strong cybersecurity posture, reliable data, and operational KPIs aligned to strategy are key indicators.
Closing Thoughts: Drive the Exit from Day One
Transformation is no longer an optional add-on to a deal—it is the deal. Businesses that integrate post-deal technology transformation into their value creation playbook will command stronger valuations and cleaner exits. I’ve built a career delivering this exact approach—from high-stakes retail restructures to global carve-outs in automotive and energy.
If your business is heading towards an acquisition or needs to rewire its technology and operations for growth or exit, let’s have a conversation.
Richard Keenlyside is the Global CIO for the LoneStar Group and a former IT Director for J Sainsbury’s PLC.
Call me on +44(0) 1642 040 268 or email richard@rjk.info.
Follow me on X https://x.com/cioinpractice & LinkedIn https://www.linkedin.com/in/richardkeenlyside/
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