Private Equity ERP & Technology Consulting

Hold longer. Exit stronger.
De-risk the tech that's in the way. 

Independent, client-side ERP and technology advisors to PE firms. 45+ years. 800+ projects. 100% success rate.

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Your Thesis Doesn't Close Itself

Longer hold periods, compressed multiples, and AI-driven operating model shifts have raised the bar on portfolio execution. Pemeco’s ERP and technology consulting for private equity sponsors helps you decide and deliver full ERP replacement, stabilizing of legacy systems to protect exit value, or readying the platform for AI.

Our Services

Pre-Deal

Validate the Thesis Before You Commit Capital

Our pre-deal ERP, IT, and operational due diligence for private equity sponsors surfaces execution risk before it shows up on the cap table.

Explore Pre-Deal Capabilities

Pre-Deal Capabilities

  • RWI-ready IT, operations, and ERP diligence
  • Custom and proprietary software diligence
  • Costed transformation roadmaps and 30-60-100 day plans
  • ERP readiness and technical debt assessments
  • Synergy and integration risk modeling
  • Vendor and system capability benchmarking

Pre-Close

Validate the Investment Thesis Before You Close

Our post-close ERP implementation, post-merger integration, and transformation services bring governance, operating model clarity, and execution discipline through the hold period.

Explore Pre-Close Capabilities

Post-Close Capabilities

  • Platform operating model and integration strategy
  • ERP selection, implementation delivery, governance, and QA
  • Legacy system stabilization when full replacement isn’t the right move
  • Business process standardization and KPI alignment
  • AI-readiness: data foundations, automation, and workflow redesign
  • Change management and adoption enablement

Fund-Level

Protect Value Across the Portfolio

Our fund-level governance, vendor contracting, and portfolio performance services create enterprise standards that compound across deals.

Explore Fund-Level Capabilities

Fund-Level Capabilities

  • Negotiated enterprise agreements with ERP vendors and integrators
  • Portfolio-level governance, playbooks, and diligence templates
  • Portfolio performance monitoring, health audits, and ERP maturity benchmarking
  • Cross-portfolio AI and modernization roadmaps

Built for How PE Actually Creates Value

Lower middle market and middle market require different playbooks. We run both.

Lower Middle Market PE

Professionalize The Business

Founder-led, leanly staffed, under-invested in systems. Value creation starts with putting structure in place without overwhelming the organization.

  • •Codify tribal knowledge into repeatable processes
  • •Right-sized ERP and core systems
  • •Operational discipline, visibility, and control
  • •Hands-on execution where internal capacity is thin

Result

A scalable operating foundation ready for growth.

Middle Market PE

Integrate and optimize at scale

More mature, but complexity, fragmentation, and prior acquisitions limit performance. 

  • • Post-acquisition integration and value creation planning
  • • ERP consolidation, remediation, and process harmonization
  • • Enterprise reporting, governance, and controls
  • • Margin and decision-making through integration

Result

A unified, higher performing enterprise.

Real Results. How Pemeco Helped Private Equity Firms

Five Entities Unified on One ERP Platform
Failing ERP Stabilized to Enable Geographic Expansion
Two Operating Models, Integrated to One System
Deals De-Risked through IT and Operational Diligence
Technology Diligence Informed Platform Investment 
Software Diligence in a High-Stakes ERP LBO 

Five PE-backed entities unified on one ERP built for growth and exit.

Challenge

A PE-backed security services platform built through acquisitions operated five entities on disparate legacy systems with no management visibility.

What we did

Led selection and implementation of a unified ERP integrated with CRM and FP&A; negotiated market-leading vendor contracts; built an acquisition conversion playbook.

Outcome

One scalable platform, repeatable M&A integration, and exit-ready reporting.

PE-backed field services: faltering ERP stabilized to enable U.S. growth and U.K. market entry.

Challenge

A PE-backed field services company’s in-flight NetSuite ERP was failing, putting the expansion thesis at risk.

What we did

Independent root-cause assessment across scope, governance, data, and delivery; targeted stabilization realigned to the original business case.

Outcome

Execution risk reduced, automation introduced, project successfully delivered, and the platform ready for U.S. growth and U.K. launch.

PE-backed consumer products: disconnected ERP, eCommerce, and EDI unified across distribution and manufacturing.

Challenge

A PE-backed consumer products platform couldn’t see across order management, production, fulfillment, or trading partners.

What we did

Cross-portfolio assessment, selection of ERP, e-commerce, EDI, entity consolidation, and end-to-end integration.

Outcome

A vertically integrated platform positioned to scale organically and through acquisition.

Private equity IT and operational due diligence that de-risked Day One for a services acquisition.

Challenge

A PE firm evaluating an under-invested lower-middle-market services target needed visibility into quality of earnings and cost-to-modernize.

What we did

IT and operational diligence, costed modernization roadmap, 30-60-100 day plans with budgets.

Outcome

Investment decisions grounded in execution reality; Day 1 priorities clear; value protected from close.

Private equity technology due diligence that informed a platform investment decision.

Challenge

A PE firm weighing three foreign work-visa processors needed to know whether proprietary software was an asset or a liability.

What we did

Independent diligence on code, architecture, security, scalability, and technical debt.

Outcome

Clear separation between platforms that could scale and those posing execution risk and better valuation confidence.

Private equity software diligence on a high-stakes enterprise ERP LBO.

Challenge

One of many bidders on the largest LBO of an enterprise ERP vendor at the time needed to validate whether the software could support aggressive growth projections.

What we did

Functional, technical, and cloud-architecture diligence across the ERP, iPaaS, and underlying platform.

Outcome

Independent validation of platform strengths, execution risks quantified, post-close investment requirements clarified.

Why Private Equity Firms Trust Pemeco 

100% delivery track record across ERP and technology programs for PE sponsors 

Fully independent no vendor commissions, resale fees, or implementation bias 

Senior, client-side leaders with deep PE diligence and post-close execution experience 

Playbooks tailored to the ownership stage not a generic transformation template

Private Equity ERP and Technology Consulting at Pemeco

Pemeco is an independent, client-side ERP and technology consulting firm built to serve private equity sponsors across the deal lifecycle. For 45+ years and more than 800 projects, Pemeco has delivered ERP selection, ERP implementation, IT and operational due diligence, post-merger integration, carve-outs, legacy stabilization, and portfolio-wide technology governance for PE-backed companies in the lower middle market and middle market. Our work is aligned to portfolio value creation reducing execution risk in diligence, delivering the value modeled in the deal case through the hold period, and readying each platform for exit. With no vendor commissions, resale incentives, or implementation bias, Pemeco’s recommendations are accountable only to sponsor returns and portfolio company outcomes. 

Resources

EBook

Download this interactive ERP checklist to uncover risks during M&A due diligence. Score readiness across 7 key areas and get recommended next steps in minutes.

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Blog

What does your organization need to succeed in post-M&A integration? Discover the M&A integration timeline, from pre-close planning to post-deal execution, and the essentials for realizing the promised value of your M&A deal.

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Ebook

Private Equity firms use to decide when to upgrade, replace, or optimize their ERP to minimize risk and maximize portfolio value.

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Blog

Ensuring Success in M&A: Dive deeper into the complexities of standardization within corporate structures. Read more to discover strategies for navigating this challenging landscape.

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Blog

Minimize unforeseen expenses and integration complexities in acquisitions by following this comprehensive pre-acquisition information technology and operational due diligence checklist.

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Blog

Learn about the key elements for constructing and implementing an effective playbook to guarantee successful integration in a M&A

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Frequently Asked Questions

No. Pemeco does not take commissions, referral fees, or resale revenue from any ERP vendor. Pemeco is a fully independent, client-side advisory firm, which means recommendations on ERP selection, contract terms, and implementation approach are aligned solely to the sponsor’s deal thesis and the portfolio company’s operational outcomes, never to a vendor’s sales incentive. 
Pemeco performs pre-deal ERP and IT due diligence across operations, core systems, software code, application architecture, and cyber-security posture. Deliverables typically include an operating model assessment, a costed transformation roadmap, ROI and timing models, and a post-close execution plan. Pemeco also provides fact-based technical input for representation and warranty insurance (RWI) so sponsors do not underestimate integration complexity, modernization cost, or execution risk.
Pemeco quantifies ERP ROI by linking transformation costs and benefits directly to the deal thesis — EBITDA impact, operational efficiency gains, integration synergies, and scalability for future add-on acquisitions. Each ERP investment is tied to a specific value creation lever in the business plan, so sponsors can evaluate ERP as a driver of exit value rather than as a standalone systems replacement.
Pemeco manages ERP risk in M&A environments through realistic cost and timeline modeling, formal program governance, structured change management, and hands-on execution oversight. PE sponsors typically engage Pemeco when timelines are compressed, integration is complex, or an in-flight implementation has faltered, situations where execution risk is high and a failed ERP program would impair exit value.

Pemeco provides post-acquisition integration support across the full hold period, including 30-60-100 day plans, operating model and organizational design, ERP selection and implementation, carve-outs, entity consolidations, and migrations off legacy systems. The focus is predictable execution and early value realization, so sponsors see measurable operational improvement well before exit.30-60-100 day plans, process and org design, ERP selection and implementation, carve-outs, consolidations, and migrations off legacy systems, all focused on predictable execution and early value realization.

Agricultural technology

Agtech providers of precision agriculture and robotic solutions providers are transforming agriculture and farming operations.  Pemeco helps its agricultural technology clients implement standard, scalable business processes to drive their high-growth businesses.