Illustrative industrial / hardware PE sample. Paid orders deliver a full 10–20 page professional multi-section PDF with multi-source collection. Not legal or financial advice.
Screening a real industrial target? Same layout, live multi-source PDF — $49 after Stripe. Built for hardware PE first-pass before the data room. Delivery proven: Tesla 3s · Alphabet 4s · OpenAI 15s · Palantir 24s (median 15s, 4 real orders) — see delivered PDFs →. Money-back if materially incomplete.
Order $39.20 →| Metric | Y-2 | Y-1 | LTM | Note |
|---|---|---|---|---|
| Revenue ($m) | 42 | 51 | 61 | est. mid-teens CAGR |
| Gross margin | 38% | 39% | 40% | services mix lift |
| EBITDA margin | 6% | 8% | 9% | scale early |
| Recurring / services % | 18% | 21% | 24% | attach expanding |
| Top-5 customers % | — | — | ~48% | concentration flag |
Same multi-source PDF pipeline as paid packs. Industrial PE first pass: concentration, margin quality, export flags, competitive pressure, recurring attach — before counsel and VDR hours.
Get this on your target →Industrial / hardware PE pre-filter. Severity tags mirror live paid packs (Red kill / Yellow / Watch). Figures illustrative — not a real company QoE.
| Severity | Risk | Why it matters | Probe |
|---|---|---|---|
| Red gate | Top-5 customers >45% revenue | Single OEM cancel kills thesis | Contract terms + backlog aging |
| Red gate | Gross margin <25% at hardware-only | Unit economics unprofitable without services | COGS by SKU + attach rate |
| Yellow | Export / dual-use classification open | Deal timing / counsel cost | Trade counsel memo (EAR) |
| Yellow | Gross margin opacity / services mix unclear | Hardware unit economics hard to model | COGS by SKU + attach rate |
| Yellow | Platform vendor encroachment into mid-market | Price pressure / feature parity within 24mo | Win/loss vs majors + pricing trend |
| Watch | Key-person (founder/CTO) | IP + customer trust concentrated | Org depth + retention plan |
| Watch | Aftermarket recurring ramp | Could re-rate multiples if durable | ARR / spare-parts mix trend |
Same multi-source PDF pipeline as paid packs paid Tesla pack → PDF 3–24s after Stripe (median 15s · 4 real orders), multi-source. Same path for industrial targets.
| Target | Buyer | Deal value | Rev mult | EBITDA mult | Year | Strategic logic |
|---|---|---|---|---|---|---|
| Collaborative Robotics Co. | Strategic acquirer | $420M | 5.8x | 18.2x | 2025 | Tuck-in for factory automation platform |
| Mesa Automation Holdings | Mid-market PE | $310M | 4.2x | 14.5x | 2025 | Platform build; aftermarket service upside |
| Precision Robotics Inc. | PE sponsor | $680M | 6.1x | 19.0x | 2024 | Consolidation play in collaborative robotics |
| VoltEdge Systems | Strategic | $190M | 3.5x | 11.8x | 2024 | Component integration; patent portfolio |
Live pack output: transaction comps are sourced from public press releases, SEC filings, and industry databases — with EBITDA multiples normalized to LTM at announcement. Associates receive an editable PDF table, not a static screenshot.
| Gate | Kill | Hold | Go (illustrative) |
|---|---|---|---|
| Customer concentration | Top-1 >30% or top-5 >50% | Top-5 35–50% | Top-5 <35% + multi-year backlog |
| Gross margin quality | Opaque COGS / negative unit contrib | Margin | Clear hardware+services bridge |
| Regulatory / export | Unresolved dual-use / denied party | Open classification workstream | Clear classification + counsel path |
| IP / tech ownership | Core IP not assignable | Contractor IP gaps | Clean assignment + freedom-to-operate |
| Key-person | Deal depends on 1 person | Thin bench under founder/CTO | Documented bench + retention plan |
Stripe checkout → multi-source PDF build → email delivery Stripe → D-CORE multi-source build → PDF email delivery.
Associates reconstruct this from public supplier disclosures, 10-K risk factors, patent assignments, and job posts before the VDR opens. The live pack automates collection and flags concentration thresholds automatically.
| Component class | Supplier tier | Concentration risk | Public signal to verify | Kill-gate? |
|---|---|---|---|---|
| Precision machined parts | T2 (sole-source) | High — single foundry | 10-K supply risk disclosure; patent assignment chain | Yes — if sole-source + no dual-source plan |
| Electronics / PCB assemblies | T2 (2 suppliers) | Medium — 70/30 split | Import records; customs HS code filings | No — monitor margin impact |
| Raw materials (steel/alloy) | T3 (commodity) | Low — spot market | Commodity price hedging disclosure in 10-K | No |
| Proprietary IP / firmware | T1 (in-house) | High — key-person dependency | Patent inventor concentration; LinkedIn tenure | Yes — if top-3 inventors >60% of portfolio |
| Contract manufacturing | T1 (single CM) | High — geographic single-point | Facility addresses in filings; shipping records | Yes — if no documented CM transition plan |
Live pack output: this matrix is auto-populated from public filings, patent records, and import data — with concentration thresholds pre-calculated against IC deal-screen criteria. Associates receive it as an editable PDF section, not a blank template.
Post-close value creation in industrial / hardware deals hinges on operational efficiency, footprint optimisation, and procurement leverage. Below is the illustrative framework our packs surface with public signals.
| Lever | Thesis | Public signal | Quantification potential |
|---|---|---|---|
| Cost: Plant footprint consolidation | Close 2-3 underutilised sites post-close | Capacity utilisation from 10-K segment data; facility disclosures | ~$5-8M annual fixed cost reduction per site closed |
| Cost: Procurement leverage | Pool raw-material spend across portfolio companies | Supplier concentration in 10-K; commodity exposure hedging notes | ~3-5% COGS reduction on consolidated spend base |
| Revenue: Cross-selling distribution | Push portfolio products through target's distributor network | Distributor count / channel geography from filings or trade data | +$6-10M revenue Y2 (channel fill rate uplift) |
| Revenue: Pricing discipline | Segment price lists by customer tier (OEM vs aftermarket) | Customer concentration; gross margin by segment | +4-7% gross margin lift on aftermarket mix shift |
| Working capital | Tighten DPO from 38 → 52 days via supplier renegotiation | Days payable outstanding trend; supplier count | $3.5-5M one-time cash release |
| Capex deferral | Defer non-critical capex year 1, fund in year 2 from cash flow | Capex / depreciation ratio; maintenance vs growth split | $4-6M Y1 cash preservation |
| Vertical integration | In-source a high-spend component currently bought from 3rd party | Bill-of-materials analysis; supplier switching costs | ~$2-3M annual margin improvement at scale |
Why this matters: Industrial IC memos trade on EBITDA expansion bridge and working capital release. Showing each lever with quantification potential signals operational seriousness to the deal team. Order on your target →
Paid packs surface a first-pass WC / quality-of-earnings style bridge from public signals so associates know which adjustments to demand in confirmatory. Figures below are illustrative for Acme Robotics — not a real QoE opinion.
| Line | Reported (LTM) | Adjustment | Adjusted | Why / public signal |
|---|---|---|---|---|
| Revenue | $84.2M | −$3.1M non-recurring OEM catch-up | $81.1M | One-time backlog release in Q4 press note |
| Gross profit | $31.2M (37.1%) | −$1.4M freight surge reclass | $29.8M (36.7%) | Carrier surcharge language in supplier 10-Ks |
| EBITDA (mgmt) | $14.6M | −$2.2M add-backs challenged | $12.4M | Owner salary + one-time ERP project in MD&A style notes |
| NWC (ex-cash) | $18.9M | +$2.1M inventory aging | $21.0M | DIO stretch vs peer set; CM consignment risk |
| Cash conversion | 72% | −8 pts WC drag | ~64% | Receivables cluster at top-2 OEMs |
Live pack: auto-flags concentration-driven AR risk and peer DIO/DSO bands so you walk into QoE with a pre-built challenge list. Order on your target →
Mirrors the management section of the live multi-section PDF. Ask these before LOI; escalate red answers into SPA protections.
| # | Question | Why it matters | Red answer |
|---|---|---|---|
| 1 | Who owns the top-3 OEM relationships day-to-day, and what happens if they leave in year 1? | Key-person + concentration stack | Single AE / founder owns all three with no succession plan |
| 2 | Walk the last 12 months of warranty claims by product family and root cause. | Quality / field failure risk on industrial robots | Claims rising, no FMEA process, no reserve policy |
| 3 | Show the CM dual-source plan and transition cost for the primary assembly line. | Single-point geographic CM risk | No alternate CM qualified; 18+ month re-qual |
| 4 | Which patents are assigned to the company vs inventors / prior employers? | IP ownership chain (see also /ip-due-diligence) | Unassigned inventor patents; open university claims |
| 5 | Board composition, related-party leases, and any family employment above $150k. | Governance / leakage into EBITDA | Related-party rent above market; undocumented related pay |
| 6 | What is the 24-month hiring plan for controls engineers vs open reqs today? | Delivery capacity vs backlog | Backlog up, engineering headcount flat or declining |
| 7 | Disclose any open product liability, export-control, or environmental notices. | Contingent legal / regulatory | Open EAR inquiry or unreserved product claim |
| 8 | How are customer SLAs structured (uptime, response, liquidated damages)? | Margin erosion on service attach | Aggressive LD caps with no insurance backstop |
Why this depth: samples that only show narrative lose buyers. Live packs include governance questions + risk register so associates leave with an IC-ready workplan. Get the full PDF on your target → · 100+ DD questions guide