Selected engagements with PE firms, CEOs, and boards — shared with discretion and client confidentiality in mind.
A VC-backed, cloud-native public safety software company had grown from startup to Next Gen 911 sector leader, but its evolution was incomplete. The lead investor asked the CEO to commission an independent assessment. Techquity found genuine assets — strong team, differentiated product, significant customer base — but the company had drifted into professional services mode: ~60% of engineering was fulfilling contractual obligations rather than advancing the roadmap. A secondary product line had been rushed from prototype to production and was uneconomical to operate despite real market demand. Techquity's recommendations were implemented, a follow-on engagement redesigned the next-generation platform architecture, and within approximately one year the company was acquired by a major public safety technology provider.
A growth equity firm leading a $40M Series C in the dominant digital challenger bank in Latin America engaged Techquity for technical due diligence. Complexity was compounded by a concurrent acquisition of a fintech lending startup — requiring two simultaneous assessments and an integration analysis. Techquity interviewed a dozen engineers and leaders, reviewed codebases, infrastructure, and product processes. The engineering culture was a genuine standout — Amazon-style operating mechanisms rarely seen at this stage. However, Techquity surfaced meaningful concerns: roadmap lacked dependency sequencing; deployment windows caused customer outages; the CPO had recently departed; and the acquisition added integration complexity the roadmap hadn't accounted for. Techquity delivered a nuanced, stage-appropriate picture that gave the investor clear pre-investment conditions to act on.
A national, technology-enabled mental health platform was preparing for a major fundraise when its lead investor grew concerned about tech leadership, team structure, and spend. The investor suggested a Techquity assessment to the CEO, who commissioned it — focused deliberately on leadership, organization, and process, not the technology itself. Techquity found the CTO was not advocating effectively for engineering priorities in senior leadership. The VP of Product operated in a project-based rather than product-led mode. In interviews across the product and engineering organization, multiple people acknowledged having no understanding of the company's strategic direction. The company closed a $130M Series C led by a top-tier venture firm and subsequently replaced both the CTO and CPO.
A venture-backed AR and geospatial AI company had built a proprietary 3D mapping platform spanning 170,000+ locations — but had never systematically applied it to enterprise markets. A Techquity partner with deep geospatial roots led the enterprise strategy exploration, then stepped in as acting CPO to run the product function and navigate a major structural split between the games business and the geospatial platform. Techquity also led the search for a permanent CPO. The strategic clarity produced — combined with rapid AI advances — crystallized a consequential decision: separate the two businesses entirely.
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