Diligence Meeting Prep
description: Prepare for due diligence meetings — management presentations, expert network calls, customer references, and advisor sessions. Generates targeted question lists, benchmarks to reference, and red flags to probe. Use before any diligence meeting or call. Triggers on "prep for management meeting", "diligence call prep", "expert call questions", "customer reference questions", or "meeting prep for [company]".
Workflow
Step 1: Meeting Context
Ask the user for:
- Meeting type: Management presentation, expert call, customer reference, advisor check-in, site visit
- Attendees: Who from the target company or third party
- Topic focus: Full business overview, or specific workstream (financial, commercial, operational, tech)
- What you already know: Prior meetings, CIM, data room findings
- Key concerns: Specific issues to probe
Step 2: Generate Question List
Organize questions by priority and topic. Structure depends on meeting type:
Management Presentation
Business Overview (warm-up)
- Walk us through the founding story and key milestones
- How do you describe the business to someone unfamiliar with the space?
- What are you most proud of? What would you do differently?
Revenue & Growth
- Walk us through revenue by customer/segment/geography
- What's driving growth? Price vs. volume vs. new customers
- What does the sales cycle look like? How has win rate trended?
- Where do you see the biggest growth opportunities in the next 3-5 years?
Competitive Positioning
- Who do you lose deals to and why?
- What's your moat? How defensible is it?
- How do customers evaluate you vs. alternatives?
Operations & Team
- Walk us through the org chart — who are the key people?
- What roles are you hiring for? What's been hardest to fill?
- What keeps you up at night operationally?
Financial Deep-Dive
- Walk us through the margin bridge — what's changed and why?
- Any one-time or non-recurring items we should understand?
- How do you think about capex — maintenance vs. growth?
- Working capital seasonality?
Forward Look
- Walk us through the budget/plan for next year
- What assumptions are you most/least confident in?
- What would need to go right/wrong to significantly beat/miss plan?
Expert Network Call
- How do you view [company]'s positioning in the market?
- What are the secular trends driving this space?
- Who are the strongest competitors and why?
- What risks should an investor be aware of?
- If you were buying this business, what would you diligence most carefully?
Customer Reference Call
- How did you find [company] and why did you choose them?
- What alternatives did you evaluate?
- What do they do well? Where could they improve?
- How likely are you to renew/expand? What would change that?
- If they raised prices 10-20%, how would you react?
Step 3: Benchmarks & Context
For each key topic, provide relevant benchmarks:
- Industry growth rates and margin profiles
- Comparable company metrics (if comps analysis exists in session)
- Data points from the CIM or data room that warrant follow-up
- Discrepancies between different data sources to clarify
Step 4: Red Flags to Probe
Based on what's known, flag specific areas to dig into:
- Inconsistencies in the CIM or financials
- Customer concentration or churn signals
- Management team gaps or recent departures
- Unusual accounting treatments
- Missing data room items
Step 5: Output
One-page meeting prep doc:
- Meeting logistics: Who, when, where, duration
- Objectives: Top 3 things you need to learn from this meeting
- Question list: Prioritized, grouped by topic (star the must-asks)
- Benchmarks: Key numbers to reference
- Red flags: Specific items to probe
- Follow-up items: What to request after the meeting
Important Notes
- Lead with open-ended questions — let management talk, then follow up on specifics
- Don't lead the witness — ask neutral questions, not "isn't it true that..."
- Take notes on body language and confidence levels, not just answers
- Always end with: "What haven't we asked about that we should?"
- Keep the question list to 15-20 max — you won't get through more in a 60-90 min session
1---2name: dd-meeting-prep3description: Diligence Meeting Prep4---5# Diligence Meeting Prep67description: Prepare for due diligence meetings — management presentations, expert network calls, customer references, and advisor sessions. Generates targeted question lists, benchmarks to reference, and red flags to probe. Use before any diligence meeting or call. Triggers on "prep for management meeting", "diligence call prep", "expert call questions", "customer reference questions", or "meeting prep for [company]".89## Workflow1011### Step 1: Meeting Context1213Ask the user for:14- **Meeting type**: Management presentation, expert call, customer reference, advisor check-in, site visit15- **Attendees**: Who from the target company or third party16- **Topic focus**: Full business overview, or specific workstream (financial, commercial, operational, tech)17- **What you already know**: Prior meetings, CIM, data room findings18- **Key concerns**: Specific issues to probe1920### Step 2: Generate Question List2122Organize questions by priority and topic. Structure depends on meeting type:2324#### Management Presentation25**Business Overview (warm-up)**26- Walk us through the founding story and key milestones27- How do you describe the business to someone unfamiliar with the space?28- What are you most proud of? What would you do differently?2930**Revenue & Growth**31- Walk us through revenue by customer/segment/geography32- What's driving growth? Price vs. volume vs. new customers33- What does the sales cycle look like? How has win rate trended?34- Where do you see the biggest growth opportunities in the next 3-5 years?3536**Competitive Positioning**37- Who do you lose deals to and why?38- What's your moat? How defensible is it?39- How do customers evaluate you vs. alternatives?4041**Operations & Team**42- Walk us through the org chart — who are the key people?43- What roles are you hiring for? What's been hardest to fill?44- What keeps you up at night operationally?4546**Financial Deep-Dive**47- Walk us through the margin bridge — what's changed and why?48- Any one-time or non-recurring items we should understand?49- How do you think about capex — maintenance vs. growth?50- Working capital seasonality?5152**Forward Look**53- Walk us through the budget/plan for next year54- What assumptions are you most/least confident in?55- What would need to go right/wrong to significantly beat/miss plan?5657#### Expert Network Call58- How do you view [company]'s positioning in the market?59- What are the secular trends driving this space?60- Who are the strongest competitors and why?61- What risks should an investor be aware of?62- If you were buying this business, what would you diligence most carefully?6364#### Customer Reference Call65- How did you find [company] and why did you choose them?66- What alternatives did you evaluate?67- What do they do well? Where could they improve?68- How likely are you to renew/expand? What would change that?69- If they raised prices 10-20%, how would you react?7071### Step 3: Benchmarks & Context7273For each key topic, provide relevant benchmarks:74- Industry growth rates and margin profiles75- Comparable company metrics (if comps analysis exists in session)76- Data points from the CIM or data room that warrant follow-up77- Discrepancies between different data sources to clarify7879### Step 4: Red Flags to Probe8081Based on what's known, flag specific areas to dig into:82- Inconsistencies in the CIM or financials83- Customer concentration or churn signals84- Management team gaps or recent departures85- Unusual accounting treatments86- Missing data room items8788### Step 5: Output8990One-page meeting prep doc:911. **Meeting logistics**: Who, when, where, duration922. **Objectives**: Top 3 things you need to learn from this meeting933. **Question list**: Prioritized, grouped by topic (star the must-asks)944. **Benchmarks**: Key numbers to reference955. **Red flags**: Specific items to probe966. **Follow-up items**: What to request after the meeting9798## Important Notes99100- Lead with open-ended questions — let management talk, then follow up on specifics101- Don't lead the witness — ask neutral questions, not "isn't it true that..."102- Take notes on body language and confidence levels, not just answers103- Always end with: "What haven't we asked about that we should?"104- Keep the question list to 15-20 max — you won't get through more in a 60-90 min session
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