Technology & Cyber Due-Diligence Lead

This is a remote position.

CRE - Technology and Cyber Due-Diligence Lead

This Evergreen Career Profile invites diligence and technology risk professionals to register for consideration for the Rutherford Talent Guild™ and, for project and advisory work, the Rutherford Talent Clearinghouse™. It is an expression of professional interest in future opportunities, not an advertisement for a current vacancy. Registration is not an application for a specific role, and it does not confer membership or promise a placement.

When an organisation buys a building, a portfolio or a company, it also buys that asset's technology: building and access systems, data, software contracts, supplier dependencies and security weaknesses. If these are not understood before closing, they can surface afterwards as unbudgeted cost, disruption or liability. The technology and cyber due-diligence lead finds out what is being acquired, estimates what it will cost to put right, and explains how that should affect price, terms and the plan after closing.

We welcome technology and cyber diligence leads, digital asset managers, technical advisers to acquisitions and asset-management teams, building-systems specialists with commercial experience and security assessors who work on transactions. Registration records where you are now; curator review explores where you want to go and the evidence that supports it.

The mandate

The role's centre is decision-useful findings delivered in time: evidence gathered under constraints, risks quantified with stated assumptions and recommendations the investment committee can act on. Diligence leads recommend reserves, conditions, price adjustments or remediation plans. Decisions to proceed, and on what terms, rest with the investment committee and the executives it delegates to. The work may be done in-house, as a retained adviser or on a project basis.

Representative challenges

• A seller provides incomplete documentation and limited access to building systems during a short exclusivity period.
  

• An asset depends on a single supplier for access, building controls and billing, and exit terms are unclear.
  

• Findings suggest material remediation, and the deal team is under pressure to keep the bid competitive.
  

• After closing, the remediation plan must be sequenced around tenants and day-to-day operations.
  

Representative work

• Scoping and leading technology, cyber, building-systems, data and supplier diligence
  

• Verifying configurations and contracts rather than relying only on questionnaires
  

• Estimating remediation cost, timing and uncertainty
  

• Writing concise findings and recommendations for investment committees
  

• Designing and tracking post-acquisition remediation
  

• Bringing in specialist testers, lawyers and insurers when needed
  

Accountability within the mandate

• Accountable work: the quality, timeliness and candour of findings and estimates.
  

• Shared decisions: reserves, conditions and remediation plans developed with deal, asset-management, technology and security colleagues.
  

• Outcomes you influence: pricing and post-close performance, which depend on many other factors and decisions.
  

Contexts we profile

We profile this work in real estate acquisitions, financings and asset management first, and welcome diligence professionals from private equity, infrastructure and corporate M&A. We profile the United States, Canada and the United Kingdom first. Transaction size and asset type are context, not thresholds for registration. Permanent, project and advisory arrangements are all in scope and are recorded separately.

What we are asking

The question is not simply whether you could hold a diligence title. It is whether you have the demonstrated capability, or the assessed potential, to produce findings that change decisions in an appropriate mandate, and what professional development may be needed to get there. Rutherford certifies potential for high performance. That is different from past performance, and different from readiness for a particular role today.

For accepted members, a curator leads the development of a Career Thesis: the problem you are best placed to solve, the environments in which you have shown it, your contribution and authority, the evidence behind it and one development priority. It is not required at registration, and any summary is shared with an organisation only with your consent.

The Rutherford Talent Guild™ and Rutherford Talent Clearinghouse™

The Rutherford Talent Guild™ is for executives and senior professionals pursuing permanent appointments. Rutherford manages a longer-term career relationship: interpreting your assessment alongside your experience, clarifying the mandates in which you can contribute most, identifying development priorities and, where there is a credible fit and under applicable arrangements, introducing you selectively to organisations for specific roles. An introduction is an event in the relationship, not the relationship itself.

The Rutherford Talent Clearinghouse™ is a curated roster of independent fractional executives and management consultants. If you work on a project or advisory basis, tell us at registration; that interest is considered under the Clearinghouse's own criteria. Registration for one does not imply membership of both.

How the process works

Registration → initial review → assessment invitation → assessment → curator review → membership decision.

The RutherfordINTEL Assessment informs our evaluation of potential and leadership style. Present readiness is considered separately through experience, technical capability and the requirements of a specific mandate.

About the RutherfordINTEL Assessment. RutherfordINTEL reports that its assessment predicts performance potential with 85% predictive accuracy. That is a statement about the instrument, not a guarantee or a probability of success for any individual, role or mandate. Your results are always interpreted by a Rutherford curator alongside your experience, achievements and objectives.

What we look for

Evidence before titles. During curation we will explore:

• A finding of yours that changed price, terms, reserves or the post-close plan.
  

• How you work when access and documentation are limited.
  

• How you state confidence and assumptions in cost estimates.
  

• When you brought in specialists, and why.
  

• What you were accountable for, what you decided jointly and what you influenced.
  

How we consider your background

• Your title. Diligence titles vary widely; none is essential. We consider the responsibility you carried.
  

• Credentials. Recorded and considered alongside demonstrated capability. None is required.
  

• Length of experience. No fixed minimum applies to this Evergreen profile.
  

• Personality. The RutherfordINTEL Assessment measures 85 personality traits. From these, our research has identified 12 core personality types and 60 hybrid combinations of them: 72 personality types in all. Only a limited few of these correlate with high potential for success in any given role, so personality is an important part of our evaluation. Your results are interpreted by a curator alongside your experience, achievements and objectives, never in isolation.
  

To register

Registration is short: your essential details, your function (Technology and Cyber Due-Diligence Lead), your sector and your current résumé. A LinkedIn profile is optional, and you do not need a Career Thesis. You will also answer three short written questions. Use an example you handled, or explain the approach you would take. Please do not include confidential transaction or security-sensitive information.

Learn more about Rutherford Talent Solutions™: https://www.rutherfordinternational.com/rutherford-talent-solutions/