Technical Diligence and Acquisition Support
Complex acquisitions in engineering and maritime businesses require more than financial modelling. They require technical judgement, operational realism, and the ability to see risk before it becomes expensive.
Roman's value is in combining technical engineering experience with commercial and operational judgement - helping decision-makers understand what is real, what is recoverable, and what needs immediate attention.
Ten lines of inquiry
Technical diligence
Engineering systems, asset condition, design risk, propulsion integrity, certification posture.
Operational diligence
Production cadence, schedule integrity, capacity headroom, real throughput versus reported throughput.
Shipyard and manufacturing assessment
Yard layout, build flow, quality systems, rework patterns, supplier dependencies.
Electric vessel and propulsion review
Battery, drivetrain, charging, thermal, range claims, regulatory exposure.
Leadership and workforce assessment
Key person risk, technical bench strength, supervisory layer, culture under pressure.
Supplier and production risk
Critical-path suppliers, single points of failure, lead-time fragility, contractual exposure.
Business continuity planning
Cash-to-build cycle, customer commitments, work-in-progress exposure, recovery sequencing.
Turnaround roadmap
First 30 / 90 / 180 day priorities, stop-the-bleed actions, capability rebuild plan.
Investor and legal team support
Engineer-in-the-room presence through diligence, IC, and negotiation phases.
Post-acquisition operating model
Operating cadence, KPIs that hold, accountability structure, governance that fits the asset.
Investors. Founders. Legal teams. Boards.
He sits beside decision-makers as a technical partner - not a vendor - through diligence, negotiation, and the first phase of ownership.