Technical due diligence
A dispatch roll-up can still be running as separate, un-unified systems years later
A dispatch and fleet-management platform for vehicle-recovery operators, assembled from several older, founder-built products — still marketed and operated as separate, un-unified systems years after being combined, with user reviews reporting slowness and freezing consistent with an aging codebase. Technical due diligence: $10,000–$25,000, one to three weeks.
What we find
The platform is a roll-up of several older, founder-built dispatch products, and years after being combined into one company they're still marketed and operated as separate, un-unified systems rather than one platform. User reviews report slowness and freezing consistent with an aging codebase — not a one-off complaint, a pattern across reviewers, which is the kind of signal that's easy to miss in a sales conversation and hard to miss once you're actually using the product day to day.
Why it matters for a PE holder
A roll-up's whole economic case depends on eventually consolidating what it acquires — shared infrastructure, shared support, one security posture instead of several. Every year the acquired products stay separate is a year of duplicated engineering and support cost, and a year where the next acquisition compounds the same unintegrated-platform problem instead of resolving it. For a buyer, the question isn't whether consolidation is possible — it's whether anyone has actually scoped what it costs.
What the engagement checks
The diligence engagement identifies which acquired product lines still run on unmodernized code, and scopes the cost of consolidating them onto one supported platform — the specific number a roll-up thesis needs and rarely has before close.
$10,000–$25,000, one to three weeks. We read what a target company's codebase, dependencies and infrastructure actually run, find the specific legacy-stack or security exposure it carries, and hand back a report scoped enough to become the remediation plan — if the deal proceeds and one is warranted.
This pattern is drawn from public research on a real, small software company, not a completed Shashtram engagement. Named engagements with measured figures replace it as clients clear being named.
One pattern, not the whole offer
This is one pattern. The full technical due diligence offer covers pricing, what the report contains, and answers to the questions PE operating partners actually ask.
Diligence is Map, scoped to one question and priced on its own — not a separate product, and never an assumed rewrite.
Questions
Straight answers.
What if we don't proceed to a rebuild after the report?
Then the report is what you paid for, and the engagement ends there. Nothing about the diligence commits you to a modernization project — most of the value in a $10,000–$25,000 read is knowing what you're actually buying, whether or not you act on it afterward.
Start here
Bring us one workflow.
Tell us the process that crosses the most systems. You get a scope, a measure and a delivery plan back — and a straight answer if we think it is not worth building.
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