Built by an M&A practitioner, for deal teams who refuse to integrate blind.

Deals do not fail only in the data centre. They fail when leadership cannot see the estate, cannot trust the diligence picture, and cannot move people and systems with a plan the board can stand behind.

After leading technical due diligence and integration across more than 35 entity acquisitions at an international insurance conglomerate — and four major M&A programmes at an international wealth management firm — founder Lukian Poleschtschuk watched the same pattern repeat at the C-suite table:

• Assumptions in the data room did not match reality.
• Undocumented identity and hybrid complexity only surfaced after signing.
• Integration timelines slipped.
• Synergies promised to boards went unrealised.
• Cost and risk stacked up in rework, delayed Day 1, and extended hypercare — because discovery had been incomplete and planning had been disconnected from the truth of the estate.

Market tools each owned a slice of the problem. Nothing gave CIOs, CTOs, and CFOs a single, decision-grade view from diligence through cutover and hypercare.

Between deals, Lukian built the missing spine: systematic discovery across the estate, then migration planning and governance grounded in real multi-entity programmes. Applied rigorously, integration timeframes fell by roughly 35% — not by working harder in the server room alone, but by giving leadership clarity early enough to act.

ACQI is that approach, productised.

Built by an M&A practitioner who has had to report synergy progress with incomplete data — and refused to accept that as inevitable. Built so every deal team can do the deal, prove the diligence, execute the move, and run hypercare without flying blind.