Financial due diligence tells you what the company owns. Human Capital Diligence tells you what makes the company valuable, and what could make that value disappear.
Financial statements tell you what a company is worth on paper. Its people determine how much of that value you can actually keep. Peak Diligence uses AI, people analytics and organizational intelligence to identify human-capital risks, critical talent, skills dependencies and integration challenges before you sign.
Who could walk away after closing?
Which capabilities are concentrated in a few people?
Where are the hidden fragilities?
What could prevent the two organizations from working together?
You can acquire the company. You cannot acquire its people.
Illustrative example, not a real result. Every assessment is specific to the target company.
Assessing a target’s human capital before signing means handling sensitive personal data on people who never consented to being reviewed by a potential acquirer. Peak Diligence is built around that constraint, not around it.
Individual data (skills, performance, tenure, compensation) is preserved, but names are replaced with identifiers. The acquirer sees ‘Employee X847, critical expertise in software architecture, 12 years’ tenure, high flight risk’ without knowing who it is.
Data is only shared in groups large enough to prevent indirect re-identification, for example no breakdown below 5 people.
e-Peak People HR acts as the trusted third party: we host the encrypted data and return only aggregated results or scores to the acquirer, never the source data.
Some data stays encrypted and inaccessible until the deal is signed. Only summary indicators, critical-skills breakdown, knowledge concentration, risk mapping by function, are exposed upstream.
Key talent, critical skills, dependencies, organization, weak signals.
Flight risk, skills concentration, leadership gaps, culture, organization.
Use human data to inform the decision, the negotiation and the deal terms.
Integration plan, key talent, priority risks, first-100-days actions.
The deal model predicts financial synergies. Peak Diligence helps determine whether the organization can actually deliver them, through its critical talent, skills, leadership, culture, organization and engagement.
A decision-ready view of the human capital behind the deal.
Assess human capital risk before investment.
Identify people-related risks before signing.
Understand the organizational reality behind the numbers.
Prepare the people strategy before Day 1.
Protect critical talent and accelerate integration.