Beyond the deal record.
Pressure-test the deal thesis against how the business actually runs. See what the assumptions depend on before they become the integration plan.
Value creation starts with knowing what not to break.
Collaborative AI for M&A and integration leaders.
Book a demoSee the business
as it really runs.
After close, systems, roles and processes come under pressure to change. Some should change. Some are the asset. Covalence helps you know which is which.
Explore the platformThe fragile parts are unwritten.
The relationships, workarounds and know-how that keep a business running rarely make it into the data room. Bring them into the decision.
Preserve. Integrate. Delay.
Separate the changes that create value from those that put it at risk. Make the trade-offs explicit before integration choices harden.
Earlier decisions. Better evidence.
Turn operating knowledge into an integration plan. Align your team on the sequence, the responsibilities and what needs to be true before each move.
Documents are only half the story
The missing
context is human.
The org chart shows the structure. The people know how the work gets done: who others turn to, which relationships matter and what keeps things moving.
Covalence brings that knowledge together with the deal record. Understand what an integration decision could disrupt before you make it.
01 — 02
Discover our approachWhat the documents say.
What the people know.
The right move.
In the right order.
What to preserve, what to integrate, what to delay. Build the plan around how the business works, so the synergies you pursue do not undermine the value you bought.
See Covalence in action
picture together.
Four layers — the deal record, human context, shared priorities and an integration plan — come together into one shared direction.
01 / PreserveProtect what makes
Protect what makes
the business valuable.
02 / IntegrateBring together what
Bring together what
creates more value.
03 / DelayMove when the
Move when the
conditions are right.
From deal conviction
to operating reality.
Before close, challenge the assumptions behind the deal. After close, turn what you learn into decisions the integration team can act on.
The human side.
A material impact.
Culture and ways of working belong in the integration plan. Independent research points to their role in protecting and creating value after a deal.
Independent M&A research · McKinseyTHE FRICTION2023 survey · Published 2024
44 percent
of surveyed M&A leaders cited cultural fit and friction between companies among the main reasons integrations fail.
McKinsey · The culture compassTHE OPPORTUNITYPublished 2025
Up to 70 percent more likely
greater likelihood of meeting or exceeding revenue targets for merging organizations that get culture right, compared with their peers.
McKinsey · Culture and value creationJudgment matters.
Give it better evidence.
AI connects documents and conversations. Your team tests the findings against its experience and makes the call.
When the accounts disagree, there is something worth understanding before you act.
Return to the source.
Know what a finding rests on. Keep the supporting evidence within reach, so your team can challenge the conclusion.
The contradiction is the signal.
When the deal record and the people tell different stories, keep both in view. The gap can change an integration decision.
Make the call together.
Review the findings with the people who know the business before changing how it works.
Our conviction
Preserve what makes
a business worth buying.
An acquisition buys more than systems and contracts. It brings in relationships, judgment and ways of working that may be difficult to see, but costly to lose.
We’re building Covalence to help buyers understand the business they are acquiring before changing it. The ambition is to capture synergies while preserving what made the company worth acquiring in the first place.
Talk to RémiBefore we
get started.
Talk to usWhat does Covalence help us do?
Understand how an acquired business actually operates and use that understanding to decide what to preserve, integrate or delay. Covalence connects the deal record with knowledge from the people running the business to inform your integration plan.
Can we start before the deal closes?
Yes. Before close, use the diligence materials available to challenge the deal thesis and prepare integration priorities. After close, conversations with the people running the business help test those assumptions against operating reality.
What will we see in a demo?
A private walkthrough of Covalence, from understanding the acquired business to reviewing integration priorities. We show how your team can use the platform before and after close, with room to discuss the decisions you are working through.
How can we verify a finding?
Findings link back to their supporting sources. Your team can review the evidence, compare differing accounts and challenge the conclusion before making an integration decision.
Your next acquisition
See what the documents missed.
Understand the business you’re buying. Protect what makes it valuable.
Book a demo