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Consulting / Exit Planning Advisory
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Fractional executive · Exit Planning Advisory

The technology seat at the exit-planning table.

Middle-market owners contemplating a 2–5 year exit assemble a team — banker, M&A attorney, CPA, wealth advisor. The technology seat is routinely empty. Most boutique M&A shops don't have an IT or cyber partner, and most MSPs can't sit at that table credibly. Corvell fills that gap — a consulting-led, fractional-exec practice built around the exit timeline.

Book a readiness conversation → See the assessment scope
Exit readiness · live scorecard
NIST CSF alignmenttier 3
Evidence bluebookcurrent
Change-of-control reviewin progress
Cyber insurance · limits$10M
CIM technology narrativedrafted
How we engage across the exit timeline

Three phases. One advisor at the table from readiness to close.

Most of the enterprise value is created well before the banker is hired. We stage our engagement to match the timeline owners actually move through — and we stay through post-sale transition, often into a long-term relationship with the new owner.

18–36m
Phase 1
Pre-diligence readiness
Where enterprise value is created. Gap analysis, EBITDA & multiplier improvements, insurance optimization, data & KPI readiness, carve-out prep.
6–12m
Phase 2
Deal-period support
Active sale. Data-room section, diligence call coaching, QoE support, cyber-incident narrative management, TSA negotiation support.
100d
Phase 3
Post-sale transition
First 100 days with the new owner or sponsor. Integration plan, knowledge continuity, retention planning, MSP handoff or takeover.
01
18–36 months outPre-diligence readiness

Pre-diligence readiness

This is where most of the enterprise value is created, and where Corvell adds the most margin. Structured, buyer-aware work that shows up on the Confidential Information Memorandum and in every diligence response.

Exit-readiness IT & cyber assessment
Structured gap analysis against the diligence checklists buyers actually use — NIST CSF alignment, SOC 2-adjacent controls, data governance, license posture, vendor concentration, incident history. Fixed-fee engagement with a remediation roadmap and a "bluebook" of evidence artifacts.
Enterprise value enhancement — technology lever
Identify EBITDA improvements (license consolidation, automation, vendor renegotiation) and multiplier improvements (data readiness, scalability, cyber posture). A 12–24 month engagement that culminates in a defensible story for the CIM.
Cyber insurance optimization
Many deals now require specific cyber coverage limits. Corvell drives premium down and limits up by improving posture — doubling as a cost-reduction and a diligence-pass item. Quantifiable, defensible, and easy for the owner to see on a renewal quote.
Vendor & contract hygiene
Review every material technology contract for change-of-control clauses, auto-renewal traps, and assignment restrictions. Routinely missed — and routinely causes seven-figure friction at close. High leverage, low cost to deliver.
Data & KPI readiness
Buyers expect operating dashboards that tell a clean story. Most owners don't have them. We build the analytics layer that will later be part of the value-creation plan the buyer markets to their own investors.
Carve-out preparedness
For family businesses or multi-entity owners where a piece is being sold: map technology dependencies across entities and build a separation roadmap. This takes 12–18 months and rarely gets started early enough.
02
Active sale · 6–12 monthsDeal-period support

Deal-period support

Lower margin, higher retention. If we're not already at the table, another advisor gets the relationship. This is where the readiness work pays off — cleanly, and in the buyer's language.

Data-room technology section
Build and maintain the IT and cybersecurity portion of the data room. Respond to buyer diligence requests. Track and close issues in real time, with a running issue log the banker and attorney can see.
Diligence call coaching & representation
Sit alongside management on buyer IT and security diligence calls. Speak the buyer's language so the CFO isn't handling technical questions alone — and so sensitive questions don't become unnecessary concessions.
Quality-of-Earnings technology support
Work alongside the seller's QoE provider on IT capex vs. opex classification, one-time project add-backs, and defending technology spend against buyer attempts to manufacture adjustments.
Cyber incident narrative management
Document and contextualize any historical incidents. Build a defensible, factual narrative before a buyer hears about it unprepared. Ensure disclosure obligations are met cleanly — with your M&A attorney in the loop.
Transition Services Agreement (TSA) support
Help management negotiate realistic TSA terms around technology — scope, duration, pricing, and exit triggers — so the seller isn't locked into running infrastructure for the buyer past a reasonable runway.
Banker & counsel coordination
A single technology point of contact for your banker and M&A attorney across the whole deal. Status on open diligence items, prep for management meetings, and a clean handoff of technical artifacts at signing.
03
First 100 days post-closePost-sale transition

Post-sale transition

Often bridges into a long-term Corvell MSP engagement with the new owner. The seller's trusted advisor becomes the buyer's trusted advisor — which is how we measure a successful exit.

100-day technology integration plan
Delivered to the new owner or PE sponsor. Positions Corvell as the incumbent trusted advisor and gives the new leadership team a credible, sequenced roadmap on day one — not day 90.
Knowledge continuity & retention planning
Document what's in key IT people's heads before turnover. Support retention packages for critical staff. Reduce the "what do we do when they leave" risk that sponsors quietly price into every deal.
MSP handoff or takeover
If the buyer wants to consolidate IT providers, Corvell is already positioned to be the provider of choice — with full context on the environment, the risks, and the value-creation plan.
Value-creation plan alignment
Translate the buyer's (or PE sponsor's) technology-related value-creation initiatives into a realistic execution plan — scoped, sequenced, and budgeted against the hold period.
The wrapper engagement

Exit-focused fractional CIO.

A specialized fractional CIO retainer for owners with a declared exit timeline. Different deliverables from a standard fractional engagement — built around the banker, the board, and the buyer.

01
Quarterly board-and-sponsor-style reportingThe same cadence and format your future buyer will expect to see.
02
IT roadmap aligned to exit timelineSequenced against the readiness window — not against a generic three-year plan.
03
Direct interaction with your banker & M&A attorneyA single point of contact for the technology questions your deal team keeps referring back to you.
04
Rolling exit-readiness scorecardUpdated every quarter. Always current, always defensible, always ready to share.
Retainer · illustrative
$5–10K / month
Sized to company scale, exit timeline, and engagement depth. Typical engagement runs 24–36 months — the highest-retention relationship in the practice.
Book a scoping call → Request a sample deliverable
For bankers, attorneys, CPAs & wealth advisors

The technology partner your exit-planning team has been missing.

Most boutique M&A shops don't have an IT or cyber partner. Most MSPs can't sit at the exit-planning table credibly. We're built for the full-team referral model — we bring the technology seat, and we defer on everything that isn't ours.

M&A counsel
Middle-market attorneys
Technology diligence, change-of-control review, incident disclosure support — coordinated with the lead M&A partner, not around them.
Investment banks
Sell-side advisory
CIM technology narrative, management-presentation prep, and a clean data-room section the banker can put in front of any buyer.
CPA firms
Transaction advisory
Capex vs. opex classification, IT add-back defense, and QoE technology support that stands up to buyer scrutiny.
CEPA network
Certified Exit Planning Advisors
Built for the full-team referral model. We bring the technology seat every CEPA engagement needs and most don't have.

Start the readiness conversation early. It's where the value is.

Most owners wait until the banker is hired. By then the technology story is what it is. We'd rather be at the table 18–36 months out — that's where we earn the margin, and where you earn the multiple.

hello@corvellgroup.com → corvellgroup.com · Houston, Texas