DealRoom for Private Equity

A portfolio layer. Corporate teams run one pipeline. A sponsor runs many, one per portfolio company, each with its own deal team and its own pace. DealRoom keeps each company in its own rooms under permissions that company controls, then rolls the deal counts, request completion and findings up to one portfolio view.

Nothing is collected or submitted. Request completion is computed from the live requests in that company’s room the moment you open the page, and it is computed the same way for every portfolio company, so 72% at one company means what 72% means at another. What the sponsor sees is governed by the permissions each portfolio company sets on its own rooms, so the roll-up covers what that company has granted and nothing past it.

No. Each portfolio company gets its own rooms inside the sponsor workspace and administers the permissions on them. A portCo deal team sees its own deals and not its sister companies’. The sponsor sees a roll-up of what each company has granted, with the same role-based controls and audit trails applying on both sides.

Read and write, inside exactly the access rights that person already has in the DealRoom UI. MCP is not a side door around permissions: it runs as the connected user, so a room, folder, request or document they cannot open in the product is one their AI cannot read either, and the same role-based controls and audit trails apply to every call. Within those limits, one MCP connection covers the whole portfolio, not one connection per company, so an AI can answer across every portfolio company at once or narrow to a single room, cite the source document, then create requests, log findings and assign owners. DealRoom AI also runs natively on documents inside diligence, so neither capability depends on exporting data somewhere else.

Findings stay attached to the deal record after the room closes. A risk flagged in confirmatory becomes a tracked item in the integration plan, with its supporting documents and the request that surfaced it still attached.

That link carries more weight for a sponsor than for a corporate acquirer. A corporate buyer absorbs a missed synergy into a much larger P&L and has no deadline for fixing it. A sponsor underwrote specific numbers at IC, has to deliver them inside the hold period, and will be re-diligenced by the next buyer at exit. Entry diligence findings that were never closed reappear in the exit quality of earnings and come out of price.

In a buy-and-build the stakes accumulate with every add-on. If each one keeps its own ERP and its own close process, what goes to market at exit is a holding company rather than a scaled platform, and it gets valued that way. Carrying the diligence record into the integration plan is what lets the platform absorb the add-on, and it means the next deal in the same sector does not start from a blank template.

DealRoom runs on enterprise-grade security: role-based permissions down to the folder and request level, full audit trails on every view and change, and data controls that govern what external advisors and sell-side counterparties can reach. Each portfolio company sets those controls on its own rooms, so what reaches the sponsor roll-up is what that company has granted.