Decision intelligence for capital allocation
Financial due diligence, ERP exports, management accounts and financial models rarely agree with one another. Organica reconciles conflicting evidence, computes the underlying financial position using deterministic logic and produces one transparent position an Investment Committee can defend.
Computed, not guessed
How it works, under the hood
Point it at a data room. Minutes later, the financials are reconciled, computed and validated - ready for the Investment Committee. Every step, every method, named.
ERP · General Ledger · CRM · Contracts · Data-room PDFs
Normalise · match · resolve variances between every version of the numbers
Unit economics · EBITDA · cash flow · working capital - computed in code, never estimated
Detects inconsistencies · quantifies ranges · every figure linked to its supporting evidence
One defensible number
IC memoranda · board packs · scenario analysis - every figure traceable to source
The platform
Organica separates the two things AI is usually asked to do at once. Language understanding and financial computation are different disciplines, and the platform treats them that way.
Artificial intelligence is used where it performs best: reading documents, classifying information, extracting relevant data and identifying patterns across ERP systems, financial models, CRMs, contracts and data rooms.
Financial conclusions are computed through deterministic financial logic, never generated by probabilistic language prediction. Then every output is stress-tested before it reaches a committee:
Case evidence
Organica is the productised version of a methodology that has been running inside real transactions for years - the team’s internal engine, now brought outside. Selected engagements, anonymised.
In a competitive process, the management pack presented 79% of revenue as recurring. The figure was consistent across the CIM, the model and the data room, and the valuation multiple was built on it.
Reconciling billing data, contract terms and the ERP told a different story. Auto-renewing but cancellable contracts, re-billed services and one-off license true-ups had been classified as recurring. The contractually committed recurring share computed to 45%, traceable line by line to its source.
Same company. Same data room. One reconciled definition of recurring revenue, computed with deterministic logic and validated before capital moved.
Headcount sat comfortably inside the benchmark corridor, but one function was nine times its peer weight while the billable share trailed the industry norm. The restructuring story the deal had been priced on was the wrong story.
Across 100,000 simulated scenarios, not one reached the plan’s EBITDA endpoint through restructuring alone. That single finding reframed the deal from a restructuring case into a transformation-and-growth case - before capital was committed on the wrong thesis.
Testing management’s trajectory year by year against the levers actually available showed the plan front-loaded in margin and back-loaded in delivery - a governance finding that recalibrated the programme, its gates and its sequencing.
A moderate increase inside the evidence-based no-switch band, supported by customer-loyalty metrics at the top of the industry range, was stated the way an IC needs it: as a base case under successful execution at roughly 70% probability - not as a headline promise.
The forward layer of any deal model runs on assumptions - the difference is whether anyone measures it. The independent review scored the model adversarially, and the grade went to the Investment Committee on its own page.
Together with the terms that turn assumptions into evidence: ring-fenced capital behind gates, deep commitments deferred until mechanisms are measured, confirmatory diligence before every escalation. A pack that hides its weakest layer invites the committee to find it. This one names it - and that is why the recommendation held.
Client identities withheld under confidentiality obligations. Figures rounded or expressed as ranges and ratios; probabilities are model outputs under stated assumptions, not forecasts. The methodology - ingestion pipeline, evidence taxonomy, three-part structure, adversarial self-review - is proprietary to Organica.
A PE-backed specialist software vendor in the SAP ecosystem - two decades in the licence business, several hundred enterprise customers - had to price its move to SaaS: without risking existing revenue, without pricing past the market, and without giving up the owner’s growth targets. Three versions of the truth sat in one management team: the CFO’s growth math, sales’ package instincts, and a business case nobody believed.
Organica harmonised 37 spreadsheets and more than 15 raw sources within hours - contracts, billing exports, volume time series, ticket data, real competitor offers. The forensics reframed everything: 6% of customers held 75% of the data mass, so the average described no real customer; and the 141% headline growth was mostly a migration artefact - flip-adjusted, organic growth was roughly a fifth of it. On that shared basis, three five-year pricing scenarios ran like-for-like on the same customers, benchmarked against six competitors from two evidence sources.
Same data. One harmonised base. The migration artefact that would have broken every naive price model - named before the decision, not after it.
Client identity withheld under confidentiality obligations; relative figures only, absolute revenue, price and margin figures deliberately removed.
Capabilities
Brings operational, financial and commercial information into one consistent view of the business, and resolves the inconsistencies between sources.
Measures how much evidence supports a recommendation before decisions are made, and quantifies the uncertainty that remains.
Updates insights as new operational evidence becomes available instead of relying on one-time assessments.
Every recommendation is transparent, traceable and supported by evidence rather than functioning as a black box.
Identifies operational inefficiencies, improvement opportunities and value creation potential across the business.
Generates Investment Committee memoranda, board packs, scenario analysis and decision-ready reporting from validated numbers.
Who it's for
Their challenge is rarely competence. It is the manual effort required to establish confidence before important decisions can be made.
One validated financial position behind every valuation, fairness opinion and IC recommendation.
Start a conversation Private equity deal teamsDiligence with reconciled evidence, quantified assumptions and defensible enterprise value.
Start a conversation Transaction servicesA repeatable, codified financial methodology behind every engagement and report.
Start a conversation Corporate developmentOne trusted investment position across cross-functional data and faster internal approvals.
Start a conversation CFO officeBoard reporting and capital allocation grounded in numbers that survive scrutiny.
Start a conversation Portfolio operationsContinuous validation of value creation, from the 100-day plan through to exit readiness.
Start a conversationOur promise
We don't tell organisations what to do. We help them understand their business well enough to decide with confidence.
Organica is currently working with a select group of investment professionals to pressure-test the platform. If your decisions move capital, we would value the conversation.