Buyers, sellers and M&A advisers
Check what you are buying, beyond the accounts.
A bank assesses the risk of your acquisition without giving you the reading back. Archimede gives you one, from the accounts already sitting in the data room.
What we hear most often
The information asymmetry
Your bank holds an internal assessment grid, including climate and environmental criteria. You see none of it, and you discover its objections at the moment they are raised.
A rushed non-financial section
The seller has hurried their non-financial disclosure — or polished it to support the valuation. You have no simple way to tell the difference.
What to present
You do not know what is expected of you in the meeting, or in what form. A financing file without a resilience section is harder to argue.
The deal calendar
A full due diligence takes months. You have a meeting, a signing date, and no time to spare.
Walk into the bank meeting speaking your lender's language of risk.
Four concrete differences
An independent diagnostic
An objective reading that you bring to the negotiation yourself. We are not a “trusted third party” — a regulated term — and we never claim to be.
You arm your preparation
We do not replace your bank's scoring and we do not claim it will recognise our reading. We give you the material to argue your case.
Compatible with a live deal
Two or three years of accounts from the data room are enough. The diagnostic is delivered in days, not months.
One client per deal
Either the buyer for their due diligence, or the seller preparing to exit. Never both on the same target: that is a matter of conduct, not of capacity.
From reading to decision
Anticipate the objections
Know in advance which fragilities your lender will raise, and prepare a reasoned answer instead of discovering them in the room.
Inform the valuation
Spot a supplier dependency or a revenue sensitivity that weighs on the real value of the target, beyond the accounts.
Frame an acquisition plan
Identify the two or three workstreams that matter after signing, rather than launching ten with no priority.
Prepare an exit
On the seller's side, objectify what will be examined, and fix what can still be fixed before the data room opens.
We would rather say so first
- You want an organisation to validate your file: Archimede issues no validation.
- You want a bank to rely on our reading as evidence: we do not promise that and will not allow it.
- You want the same diagnostic on both sides of the deal: we refuse, on conflict-of-interest grounds.
The objections that keep coming back
The bank will not recognise Archimede.
True, and we do not claim otherwise. We arm you for the negotiation: you arrive speaking their language, having anticipated their objections.
This is a one-off, I do not need a subscription.
Exactly, and that is how it is designed: a package, not a subscription. Three days for €2,000, five days for €3,000, twelve days for €6,500.
I am already in the process.
A diagnostic is delivered in days. It fits inside an acquisition calendar, even an advanced one — provided it starts now.
What about the conflict between seller and buyer?
One client per deal: either the buyer for their due diligence, or the seller for their preparation. Never both on the same target, without exception.
What it costs
€2,000
The core: diagnostic and read-back.
- Input from the data room
- Three-pillar compass
- Written read-back
- One review session
€3,000
Diagnostic, scenarios and meeting preparation.
- Everything in the three-day package
- Compared transition scenarios
- Preparing for the lender's objections
- Interim exchanges
€6,500
Full support, from diagnostic to signing.
- Everything in the five-day package
- Support throughout the deal
- Post-acquisition transition plan
- Adviser subscription available
Annual commitment: 20 % off. Transition players: privileged access until the end of 2026 by joining our testing programmes.
Already in use
Due diligence already puts the accounts on the table: input happens without friction, and the pace of an acquisition fits our turnaround.
We prepare a resilience file on a pilot deal, to objectify what it adds to the negotiation.
One session of about an hour, seven figures from your accounts, and you leave with your compass.