See the people
behind the investment
The accounts have been checked. The strategy holds together. But can the team deliver what needs to happen afterwards?
Human Due Diligence with TT38 provides insight into the people, roles, and collaboration – before you invest, merge, or scale.
✓ Free · Easy · No commitment
THE PROBLEM
The figures may look correct.
The team behind them is the X-factor.
A classic due diligence informs you about finances, legal aspects, market, and obligations.
It just doesn't tell you how the key people function together. Who naturally takes on which roles. Where the team's strengths lie. Or what happens when new demands hit daily operations.
And it's these people who need to make the investment work.
THE CONSEQUENCE
The most costly surprises are
not always included in the accounts
- Key individuals may be given roles that don't suit their strengths
- Important talents may be missing from the team that needs to drive the next phase
- Collaboration issues may only become apparent after the investment
- Integration and scaling lose momentum when roles aren't settled
Make people a part
of Due Diligence
TT38 enables you to investigate questions that the accounts cannot answer: Does the team have the strengths the next phase requires? Is it robust enough for what's to come?
What's missing? Where are the strongest forces? And what are the conditions for working together under new frameworks?
The spreadsheet can tell you a lot about the company. But it's still the people who need to make the strategy succeed.
It's not just our opinion.
Over several years, the global consulting firm McKinsey has investigated why mergers and acquisitions succeed – or don't. Their analyses show that culture, organisation, and human factors can significantly impact whether the expected value is actually realised.
0 Percent cite culture fit as crucial
0 Percent point to cultural friction
0 Percent linked to organisational factors
0 Percent greater chance of achieving revenue targets
Fewer human surprises afterwards
The more you know about the key individuals and the team before the decision, the better you can assess the human prerequisites for what you intend to implement.
This allows you to identify strengths, weaknesses, and potential frictions before the organisational chart is redrawn and integration is already underway.