A transaction can consume significant diligence expenditure without resolving its most important uncertainties. Rajeev Khandelwal’s documented M&A and financing experience offers context for prioritising that work. Legal, financial, technical and commercial reviews each contribute different evidence. The process is most useful when it identifies the questions capable of changing the decision and sequences the work so that major concerns are addressed before the company commits unnecessary cost.
Start with the investment thesis
The review should test why the transaction is attractive. If value depends on a particular contract, technical capability or market position, those elements deserve early attention. A standard checklist can support organisation, but it should not substitute for judgment. The company needs to understand which findings would change price, financing or willingness to proceed, allowing the diligence budget to focus on evidence that has real decision value.
Sequence expensive work
Some issues can be identified through an initial review before commissioning extensive specialist studies. A staged process can preserve resources while maintaining rigor. The objective is not to avoid necessary diligence, but to avoid performing every task simultaneously before fundamental questions are resolved. This matters for smaller transactions and development projects, where professional fees can become material relative to the capital available to complete the opportunity being assessed.
Connect findings across disciplines
A technical issue may affect financial forecasts, while a contract provision may change the operating plan. Review teams should share relevant findings rather than produce isolated reports. The transaction lead needs a consolidated view of implications. Without that coordination, a business can receive several competent analyses that never reconcile into one clear answer about what the issue means for value, risk allocation or the amount of funding required.
Pay for decision clarity
Credit Connect’s M&A and project-finance disciplines connect this topic with Rajeev’s professional context. Diligence is an investment in understanding, and its output should support an actionable decision. A strong process identifies material uncertainties, assigns appropriate expertise and translates findings into terms or operating changes. That approach helps the company spend proportionately while ensuring that the most consequential questions receive the attention they deserve before capital is committed.
