Prepare your product and tech organisation for extensive due diligence.
Key-person dependencies, undocumented systems, a roadmap nobody owns or a missing perspective on AI show up in due diligence and often block a deal. We bring visibility and strategy into the room before a crisis arises.
What we take on
Leadership
We lead product and engineering as interim CTPO, with a clear mandate and reporting to management and the board.
Readiness
Architecture, security, documentation and IP are brought to a state a buyer’s due diligence can confirm.
Equity story
We shape the product roadmap and the perspective on AI so they support the valuation, with evidence behind them.
How we get you exit ready
Readiness review
We assess technology, product and team the way a buyer’s due diligence will, and write down every finding.
Value plan
A ranked plan of what to fix, document and build before the sale, with cost and timeline.
Interim leadership
We lead the work as interim CTPO together with your team and report progress to management and the board.
Through the sale
We prepare the technical part of the data room, answer the buyer’s questions and hand over to long-term leadership.
Readiness review
We assess technology, product and team the way a buyer’s due diligence will, and write down every finding.
Value plan
A ranked plan of what to fix, document and build before the sale, with cost and timeline.
Interim leadership
We lead the work as interim CTPO together with your team and report progress to management and the board.
Through the sale
We prepare the technical part of the data room, answer the buyer’s questions and hand over to long-term leadership.
What we value in working together
Working at eye level
We don't arrive with ready-made answers. You know your domain, we bring product, engineering and AI experience, and we build the solution together, in your language.
Where business, product and tech meet
We work at the intersection of business, product and technology. One interdisciplinary team brings strategy, product, engineering and AI together and translates between them, so nothing gets lost in handovers.
The courage to change
Markets move and change is the new normal. Call it agile, new work or OKRs, ideas alone are not enough. We make the change happen and stay until it works.
Questions you might have
As early as possible before a planned sale. The earlier gaps are found, the cheaper they are to close, and the fewer surprises come up in due diligence.
No. We work alongside your existing technology leadership, or fill the role while it is vacant, and hand over cleanly when the deal is done.
Yes. We work with your corporate finance and legal advisors and prepare the technical part of the data room together with them.
We hand over to the new owner’s leadership with documentation and a transition period, or stay on if the new owner wants us to.
I’ve seen so many companies at so many different stages, from the first prototype to the next owner. The ones that thrive all share one thing: they understand what they really need before they decide how to build it.
That is the part of this work I love most. Listening until the real question comes through, and then shaping the answer with everything HUBBLR brings to the table: strategy, AI, engineering, commerce and the products we build ourselves.
Every company is different. That’s why I start every conversation with a question, not an answer.
