Dependency & license provenance
The full dependency tree, copyleft exposure, and packages with no license at all.
For founders – raising, selling, or preparing for audit
Find what a buyer will flag – before they do.
Most founders find out what's wrong with their technology when a buyer tells them – mid-deal, with no time to react. A two-week, fixed-fee assessment surfaces it while you can still act, and shows where your technology is worth more than you're letting on.
The problem
The hardest part of the process is the part you're least equipped for.
Most founders find out what's wrong with their technology when a buyer tells them – mid-deal, with no time to react.
51% of investment bankers now say technology is the single most burdensome element of the entire diligence review – ahead of financial, legal, and commercial. Three years ago that figure was 31%.
I've been on the receiving end of it. When my company went through diligence, the investor's team asked for a full inventory of our third-party dependencies and open-source licenses. Nobody had ever compiled one. Then they asked what our security risks were and what we'd done about them. We had good answers – we had just never written any of them down.
None of it killed the deal. All of it landed on me personally, in the worst possible three weeks, because diligence runs need-to-know and there was nobody I could hand it to. Twelve months out, that work can be scoped and delegated calmly. Once a deal is live, it can't.
What gets examined
Eight domains, mapped to what acquirers actually raise.
Architecture & concentration risk
Single points of failure, vendor and integration lock-in, cloud-cost efficiency, and what it would actually cost to move.
Security posture & evidence
Not whether you're secure – whether you can prove it, from access control to data governance.
Operational resilience
Uptime, monitoring, and whether a restore has ever actually been tested.
Key person & knowledge risk
Bus factor, computed from your commit history rather than from interviews.
IP ownership & provenance
Contractor assignment, open-source contributions, and AI-generated code.
Delivery predictability
Whether the roadmap you're selling is supported by your actual throughput.
Scalability & performance
Whether the system can take the 5–10× growth your deck promises – proven under load, not asserted.
How findings are sorted
Find. Fix. Frame.
Every finding is sorted by what you can still do about it. That sorting is most of the value – it's why founders either panic or do nothing when handed an undifferentiated list.
Find
Unknown
You'd never inventoried it. You couldn't have fixed what nobody had looked at.
Fix
Known but undocumented
You do this correctly and can't prove it. Cheapest to close, and the most common.
Frame
Known but unfixable
Real, understood, too expensive to reverse before the event. You need an answer, not a fix.
Not sure where you'd land? Take the free 3-minute self-check →
The assessment
Two weeks. $5,000. Four artifacts.
Fixed scope, mostly asynchronous – about 90 minutes of your team's time, and no drawn-out sales process. You get a single report plus a 60-minute walkthrough.
Book a readiness call →- 01 Diligence Risk Register Every finding, sorted Find / Fix / Frame, with the actual question a buyer will ask and rough remediation cost.
- 02 Architecture Snapshot One page. Your stack, dependencies, and concentration risks – in language a non-technical board member can follow.
- 03 Remediation Playbook A 90-day plan sequenced by deal-breaker impact. What to do this week, this month, this quarter – and what can be delegated.
- 04 Investor Q&A Cheat Sheet The technical questions to expect, with answers grounded in your actual environment.
Is this for you?
Best fit – and who should wait.
Yes, if
- You're 6–18 months from a fundraise, audit, or possible acquisition
- You've never been through technical diligence
- You're a non-technical founder and don't know what you don't know
- Your technical lead builds well but hasn't run a diligence process
- You suspect there's something under the hood you've been avoiding
Not yet, if
- You haven't shipped a product – come back at product-market fit
- You already have a senior technical leader with prior exit experience
- You're already mid-process – you need embedded help, not an assessment
- You want a conversation rather than a deliverable
After the assessment
When the plan needs someone to run it.
The assessment ends with a 90-day plan. Some founders take it from there; others want the same judgment on a continuing basis – as ongoing advisory, or an embedded fractional CTO through the raise or integration itself. That's the other half of what I do.
Operating & fractional →Who's behind it
An operator who has sat on both sides of the table.
Most advisors have read a diligence report. I've received them, run them, and then run the acquired companies afterward – so I know both what diligence catches and what only surfaces in year two.
2012 – Founding
Co-founded Gather
Co-founded Gather, an event-management platform for restaurants and venues. Led product and engineering; scaled it to $10M ARR and roughly 110 people.
2017 – Capital
Strategic investment from Vista Equity Partners
Gather took a strategic investment from Vista Equity Partners, followed by Enlightened Hospitality Investments – capital and partnership to accelerate the platform.
2020 – Platform leadership
Joined Tripleseat as VP Engineering, then GM
Gather merged with Tripleseat. As VP Engineering and then General Manager, helped grow ARR from $20M to $60M+, took the platform to SOC 2 and PCI compliance at 99.99% uptime, and built payments into a profit center.
2023–25 – Integration
Ran three acquired business lines
Served as GM across EventUp, Attendease, and Merri – owning post-acquisition integration and P&L for each line. This work ran through General Atlantic's majority stake at a reported ~$500M valuation.
Find out what a buyer will flag – before they do.
Two weeks, $5,000, and a clear-eyed view of your technical position while there's still time to act on it. The best engagements start with a short conversation.
Book a readiness call →Prefer email? tom@ampeer.com