Technical due diligence on the code, not the pitch

An independent read of a codebase before you buy, invest, or commit to a rewrite: audit agents first, then an engineer, with every finding graded by severity and priced.

Technical due diligence at ScrumLaunchTechnical due diligence at ScrumLaunch

What a diligence engagement covers

  • Diligence before a cheque clears

    The read an investor or acquirer needs and rarely gets: what the codebase is, what it would cost to keep, and which of the seller's claims the code supports. Every finding is graded by severity and priced, so two targets can be compared on the same terms rather than on two consultants' prose.

  • Diligence on a team you are about to inherit

    Often the more useful version. The code is a proxy for how the team worked: whether anyone wrote a test, whether secrets are in the repository, whether deployment is a script or a person. That tells you what the first six months after the deal actually involve.

  • A second opinion on your own product

    Boards ask for this before a raise, and CTOs ask for it before a rewrite argument they expect to lose. The same agents run on our own repositories every week, so the bar the report holds your code to is the one we hold ourselves to.

  • The remediation plan, priced

    Findings ranked by what leaving them alone costs rather than by severity label, with an estimate against each. A diligence report that ends at "technical debt is high" transfers no information to a deal model.

How a diligence read runs

  1. Before we start

    Read access, and half an hour with someone who can say what the product is meant to do. Without that second part an audit grades style instead of risk — it will flag a long function and miss that the architecture cannot carry the roadmap the deal is priced on.

  2. Days 1–2

    Our audit agents read the repository first — security, code review, test coverage, documentation and performance — and grade every finding by severity. They are not a demo: since March 2026 they have run 1,699 times on a weekly schedule against 11 client projects.

  3. Days 3–5

    An engineer who maintains production systems reads what the agents flagged plus the parts they cannot judge: whether the data model matches the business, where the load will land, what the deployment story really is. The agents find symptoms; a person works out which ones matter to your deal.

  4. End of the week

    The report and a call to argue about it. The argument is the valuable part — a number without someone to challenge it is what made us stop selling this as software.

  5. After

    You own the report. Take it to your own team, to the seller, or to another vendor. If you would rather we had no stake in what happens next, say so before we start and we will price the audit as the only deliverable.

How the work is scoped

  • One codebase, one week

    The common shape. A week for a typical repository, two if it is large or split across many services, and a fixed price because the scope genuinely is fixed.

  • A portfolio on a schedule

    What we run for our own clients: agents on every repository on a weekly cadence and an engineer reading the deltas, so a codebase that is drifting is visible before it is a rewrite. 46 weekly schedules are live today.

  • Audit, then hands

    Where you already know you need the work done. We still write the report first, so the list of what we are fixing exists before anyone bills for fixing it.

Who reads the code, and on whose clock

Where the team sits

More than half our engineers now sit in Latin America, with most of the rest in Eastern Europe. On diligence the overlap is the deliverable as much as the report is: findings are worth most while they are fresh and the deal is still open, and a call the same day beats a document a week later.

How people get here

The engineers who do this came through the same funnel as everyone else here — about one hire per 130 applications on the front-end side and 157 on the back end. There is no cheaper tier of reviewer, because a review is worth what the reviewer has already broken in production. The audit practice this grew out of carries the rest of that history, including the years we ran it as a product.

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