Neurotic
We run the technology function inside portfolio companies. Diligence before the deal, the 100 day plan after it, and the department itself for as long as you hold the asset. Senior engineers on the ground, one lead accountable to the operating partner, and one platform so every company reports the same way.
Where our engineers come from
The deal cycle
Technology diligence is usually written by a firm that has left by close, and the operating partner inherits a list of findings with nobody to deliver them. We write the diligence, price every fix, and stay to deliver the plan it becomes.
Pre-deal
A health check across every system in the target, and a remediation plan that prices each fix.
How we do itCarve-out
Standing the company up on its own systems while the transitional services agreement is still cheap.
The hold
ERP integrations, SaaS and AI rationalisation, and a Microsoft licence audit. Our own products where they earn their place.
How we do itExit
Clean tenancy, documented estate, reporting a buyer can verify. Your entry findings do not become theirs.
Pre-deal · Technology due diligence
Every system in the target read in two weeks, with AI doing the heavy reading and senior engineers doing the judging. Each finding comes with what it costs to fix and where it sits in the order, because the team writing the report is the team that will be asked to do the work.
A diligence advisor
Neurotic
What it turns up
What it reads live
One document: what is wrong, what it costs to fix, and what to fix first.
The hold · Value creation
The diligence report is the first draft of the value creation plan. Every finding already has a price and a place in the order, so the first hundred days start on the work rather than on another assessment.
Where the plan reaches beyond technology, we work alongside partners who are value creation specialists, so the whole plan has somebody accountable for it rather than only our part.
Cost out
Microsoft licence audit
Licences matched to the people who actually use them, and the rest cancelled or reassigned at renewal.
Revenue
Dynamic pricing
Price moves by SKU and channel, backed by what demand will bear rather than a blanket increase.
Dynamic PricingControl
ERP integrations
Finance, operations and sales on joined-up systems, so the numbers the board sees come from one place.
Productivity
AI on the repetitive work
Quoting, scheduling and first-line service handled by AI, with a person approving anything that matters.
Cost out
SaaS and AI rationalisation
Overlapping tools found and cut, and AI kept only where it does a job somebody can measure.
Revenue
Customer retention
One view of every customer across sales and service, with the accounts at risk flagged before renewal.
Control
Portfolio reporting
Every company reporting the same KPIs, defined once, ready for the board pack without a week of spreadsheets.
The AI PlatformProductivity
Back-office automation
Invoices, reconciliations and month-end reporting automated, so finance closes faster without adding people.
Cost out
Cloud and infrastructure spend
Cloud bills matched to what actually runs, idle resources switched off, and contracts renegotiated with the usage in hand.
Growth
Buy-and-build integration
Every add-on moved onto the platform's systems on one playbook, so each acquisition lands faster than the last.
Risk
Cyber resilience
The controls an insurer, a lender and a buyer will ask about, in place and evidenced rather than promised.
Exit
Exit-ready technology
A documented estate and clean data, so the buyer's technology diligence confirms the equity story instead of discounting it.
Mid-market funds with no in-house technology operating partner, and the family offices and founder-owned groups that buy the same way.
By industry
Pick a sector
Our engineers have configured Ignition, Siemens and Rockwell on real lines. We connect the control layer, the historian and the ERP so "why was line 3 down yesterday" gets a real answer, not a meeting.
The landscape
Control and SCADA
PLCs and devices
Historian and analytics
ERP and MES
OT network and security
Cloud and identity
What we get called in for
AVEVA PI System, PLCs, OT networks, Fortinet, Samsara and Azure, handled by people who have worked inside gas terminals and midstream facilities. OT and IT security is part of the job, not a separate quote.
The landscape
Process historian
Control and HMI
PLCs and safety systems
OT network and security
Fleet and field
Cloud and identity
What we get called in for
Dynamic Pricing built for catalogues that run to thousands of lines, from branded consumer goods to aftermarket parts distribution. ERP, eCommerce and warehouse data in one place so margin questions get answered by SKU, not by gut.
The landscape
ERP
Commerce and marketplace
Warehouse and logistics
Pricing and demand
CRM and marketing
Cloud and identity
What we get called in for
Multi-site dental groups grow by acquisition, and each surgery arrives with its own practice management system, its own server in a cupboard and its own idea of what a recall rate is. We standardise the estate and put chair utilisation, recall performance and clinician output in one place.
The landscape
Practice management
Imaging
Patient comms and recall
Finance and payroll
Reporting
Cloud and identity
What we get called in for
Forty managers reporting quarterly and in arrears, capital calls arriving by email, and one workbook that only one person can open. We put commitments, calls, liquidity and look-through exposure in one place and keep it current, so the office is something you control rather than something you chase.
The landscape
Portfolio and accounting
Property and operations
Reporting
Documents and collaboration
Security and identity
What we get called in for
PMO and change management
An ERP or platform rollout is usually the most expensive thing a portfolio company does in the hold. We run the programme office and the change that makes it stick, from the business case to the return.
The integrator's programme office
Reports on its own scope, to its own definition of done, and leaves at go-live.
From Mobilise to Go-live. Nobody from here.
Our PMO
One plan and one honest status, until the system is stable.
From Business case to Hypercare.
Our change management
Adoption planned during the build, and measured until the benefit shows.
From Build and test to Benefits.
The integrator's programme office
Reports on its own scope, to its own definition of done, and leaves at go-live.
From Mobilise to Go-live. Nobody from here.
Our PMO
One plan and one honest status, until the system is stable.
From Business case to Hypercare.
Our change management
Adoption planned during the build, and measured until the benefit shows.
From Build and test to Benefits.
PMO
A status the board can act on
No watermelons, green outside and red inside. Amber is reported the week it turns amber.
Change requests assessed from your side
Every one priced by somebody whose income does not rise with the scope.
Somebody accountable at cutover
Go-live weekend run to a runbook, with a named person making the go or no-go call.
Change management
The people who can sink it, involved early
Found and consulted before the decision, rather than told after it.
Adoption measured, team by team
The shadow spreadsheets found and named, and usage tracked to the benefit in the plan.
The old system switched off, on a date
The most effective adoption measure there is, and the one nobody schedules.
Services
Three services under one monthly agreement and one accountable lead. We run the technology department day to day, hire and train the in-house team that will take it over, and put a senior technology leader in the room. Take all three, or only the part you are missing.
Systems, security, vendors and helpdesk, run by senior engineers under one monthly agreement.
Read moreWe recruit, onboard and train, then step back when they're ready.
Read moreSenior leadership a few days a month, on the board pack and in the room.
Read moreRunning the office
The part of the estate every plan overlooks, and where a company's first bad week usually starts. Laptops built, the network watched and the systems kept up, by the same engineers, who hold the certifications a diligence process will ask to see.
What your staff touch every day, run for them rather than advised on.
| Service | Impact | Prevents | Brands |
|---|---|---|---|
| Laptop build and configuration | New starters working on day one, on a machine built the same way as everyone else's. | Machines set up by hand, each one different, with admin rights handed out to get people going. |
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| Starters and leavers | Access on the first morning, and gone on the last afternoon. | Former staff still in the mailbox, the CRM and the shared drive months after they left. |
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| Email, files and sharing | One place for documents, with permissions somebody can explain. | Files on personal drives, and links shared with anyone who has them. |
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| CCTV and door access | Cameras that record and doors that log who came through, kept for as long as they should be. | A recorder nobody has logged into since the day it was installed. |
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| Phones and printing | Calls that reach the right person, and printers that work on a Monday morning. | Three suppliers, three contracts, and nobody who knows which one to ring. | Whichever you already run |
Underneath it: the servers, the network, the cloud and the backups.
| Service | Impact | Prevents | Brands |
|---|---|---|---|
| Server build and virtualisation | Servers built to a standard and virtualised, so one failing box does not take a system down with it. | The server under a desk that only one person knows the password to. |
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| Network administration | A network divided so that a problem in one place stays in one place. | One flat network where a single infected laptop can reach everything. |
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| Cloud and identity | One sign-in for every system, with the rights each person needs and no more. | Shared logins, and administrator accounts nobody owns. |
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| Backup and disaster recovery | Backups that are tested, so a restore is routine rather than a hope. | Finding out the backup stopped running on the day it is needed. |
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| Email and DNS hardening | Mail that arrives, from a domain nobody else can send as. | Invoices sent from a lookalike of your own address. |
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Watched, tested and certified. The certifications are held by the engineers who work on your estate.
| Service | Impact | Prevents | Brands |
|---|---|---|---|
| Laptop supervision | Every laptop patched, encrypted and accounted for, with an alert the moment one is not. | Ransomware through an unpatched machine, and a lost laptop with the client list on it. |
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| Firewalls and remote access | Traffic in and out inspected, and remote access that comes through one door. | Ports left open after a supplier's visit years ago. |
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| Security monitoring | Alerts from every system in one place, and a person looking at them. | An intruder inside for months because the warning went to an inbox nobody reads. |
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| Plant and OT security | The machines on the factory floor visible, and kept apart from the office network. | A phishing email on an office laptop that ends up stopping a production line. |
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| Penetration testing | The estate attacked by certified engineers before anybody else tries. | Learning where the gaps were from the attacker who found them. |
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The systems the business is run on. These are the ones we already operate.
| Service | Impact | Prevents | Brands |
|---|---|---|---|
| CRM and marketing | One record of every customer, and campaigns that reach the right people. | Leads lost between the website, an inbox and a spreadsheet. |
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| ERP and finance | A month end that closes on time, from numbers finance trusts. | Three systems reconciled by hand before anyone can see a margin. |
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| Manufacturing and inventory | Stock, orders and production in one view. | Selling what is not on the shelf, and buying what already is. |
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| Online sales channels | Every channel's orders landing in the same system. | Marketplace orders keyed in by hand. |
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| Sector systems | The practice, portfolio and property systems a sector runs on, kept up and joined to the rest. | A specialist system nobody in IT is allowed to touch. |
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The operational and data platforms we join up, across the sectors we work in.
| Service | Impact | Prevents | Brands |
|---|---|---|---|
| Plant and control systems | Production data leaving the plant floor and reaching the people who plan around it. | Readings copied off a screen into a spreadsheet at the end of a shift. |
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| Fleet and field operations | Vehicles and field teams visible alongside the rest of the business. | Fuel, routes and driver hours reported a month late. |
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| Data platforms | One place the business's data is kept, cleaned and joined. | Every department with its own number for the same thing. |
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| Reporting and AI | Dashboards people actually check, and models trained on data that is yours. | A report that stopped updating, and nobody noticed. |
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| Cloud platforms | Whichever cloud the business is already on, run properly. | A cloud bill growing faster than anything it pays for. |
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Neurotic Products
The AI Data Platform every company reports through, and the three a portfolio company tends to need once it is in.
Pick a product
Ask in plain English and get the answer out of your own systems, with the record it came from.
See it as your sector would
Ask Why was line 3 down yesterday?
Changeover, not breakdown. Most of it on one product switch.
Time lost by line, yesterday
Line 3, by reason
Neurotic Example view
Why was line 3 down yesterday?
Changeover, not breakdown. Most of it on one product switch.
Reminder set: changeover review with both line leads, Monday
Ask Show me compressor train availability this week.
Train B ran derated from Tuesday. Suction pressure is the tell.
Train B suction pressure
Interface and buffer health
Neurotic Example view
Show me compressor train availability this week.
Train B ran derated from Tuesday. Suction pressure is the tell.
Reminder set: Train B derate review with the plant manager, Monday
Ask Which SKUs are priced below what the channel will bear?
A block of fast movers, all in the same channel.
Headroom to recommended price
SKUs under review
Neurotic Example view
Which SKUs are priced below what the channel will bear?
A block of fast movers, all in the same channel.
Reminder set: trade channel pricing review with the commercial lead
Ask Which practices are leaving chair time unbooked?
Two. Both lose it to short-notice cancellations, not to demand.
Recall performance
Short-notice cancellations
Neurotic Example view
Which practices are leaving chair time unbooked?
Two. Both lose it to short-notice cancellations, not to demand.
Reminder set: cancellation policy review with both practice managers
Ask What is uncalled against next year's expected calls?
Covered, though two managers are drawing ahead of schedule.
Uncalled against expected calls
Liquidity runway
Neurotic Example view
What is uncalled against next year's expected calls?
Covered, though two managers are drawing ahead of schedule.
Reminder set: confirm the drawdown schedule with both managers
Demand elasticity across your catalogue, with the price move to make and the margin it is worth.
Ask What can 41-220 bear in trade?
SKU 41-220 trade channel headroom to raise
Price history, twelve months
Demand elasticity, this channel
Raise, trade channel only
Curve is flat to this point, true cost has moved with freight, and two competitors reset above you last week.
Every move checked against the rules first: never below the distributor floor, never twice in a quarter.
Utilisation, output and quality from the systems you already run, without surveillance software on anyone's laptop.
Ask Which teams are carrying more than they should?
Utilisation, this week
Quality signal
Where the week needs a manager
Team utilisation, twelve weeks
Rework, twelve weeks
Read from the systems the team already uses. No software on anyone's laptop.
Identity, right to work, background and credentials checked from one place, then watched.
Ask Who is working today without a current check?
Pre-hire checks, one candidate
Workforce, cleared to work
Expiring, already hired
Checks do not stop on the hire date. A licence that lapses raises a flag the day it does, not at the next audit.
News
Why us
Specialists by sector, advisers who ran technology inside the funds themselves, and AI doing enough of the lifting to change what a small senior team delivers. Separately, none of that is rare. Together it is.
Senior engineers with a named sector behind them, not a bench assigned to whatever came in this week.
Our advisers came from some of the largest private equity firms in the world. Nobody here needs a TSA deadline, an IC paper or a 100 day plan explained to them.
We build, audit and replicate in a fraction of the time the same work took two years ago.
The UK, North America and Europe, from 6 offices. Asia next.
