{"id":2757,"date":"2026-06-01T10:38:30","date_gmt":"2026-06-01T10:38:30","guid":{"rendered":"https:\/\/sawaryn.com\/uslugi\/strategic-dd\/"},"modified":"2026-07-14T16:50:15","modified_gmt":"2026-07-14T16:50:15","slug":"strategic-dd","status":"publish","type":"service","link":"https:\/\/sawaryn.com\/en\/uslugi\/strategic-dd\/","title":{"rendered":"Strategic DD"},"excerpt":{"rendered":"

You receive well-organized conclusions and recommendations for action. We translate risks into price, provisions in the SPA, and specific safeguards (e.g., escrow) so that you can close the transaction on your own terms. <\/p>\n","protected":false},"featured_media":0,"template":"","meta":{"_acf_changed":false},"specialization":[1208],"practice_area":[],"class_list":["post-2757","service","type-service","status-publish","hentry","specialization-mergers-and-acquisitions-ma"],"acf":{"short_description":"You receive structured findings and a clear action recommendation. We translate risks into price, SPA provisions and concrete protections (for example escrow), so you can close the transaction on your terms.","full_description":"You know whether you are buying, renegotiating or walking away.<\/strong>\n\nYou receive structured findings and a clear action recommendation. We translate risks into price, SPA provisions and concrete protections (for example escrow), so you can close the transaction on your terms.\n\nSubtitleYou receive structured findings and a clear action recommendation. We translate risks into price, SPA provisions and concrete protections (for example escrow), so you can close the transaction on your terms. Due diligence is not only document analysis; above all it is a process that lets you surface the key risks and opportunities - separating minor issues from those that can affect valuation, deal structure or commercial sense. That way you decide consciously, knowing that every material issue has been caught and properly protected.\n\nOn the right: a simple laptop-screen view with three blocks: \"Critical risks\", \"Impact on valuation\", \"Recommended move\". Beside them short tags: \"price renegotiation\", \"escrow\", \"condition precedent\", \"go\/no-go\". The graphic should communicate control and clarity.\n

CLIENT PROBLEM<\/h2>\nIn due diligence you need a clear picture: which findings are minor, and which change the price, the SPA terms or the case for the acquisition. That means you can react before you sign the documents.\n\n\"A report that only describes problems rarely helps close a decision. We organise findings by their impact on valuation, deal structure and closing security. After the conversation you know the options and which move makes sense.\"\n\nThis matters especially when you are under time pressure, in a competitive process, or need to \"deliver\" a decision to the management board or an investment committee. In that situation what counts is a hierarchy of risks, clear recommendations and findings you can defend in discussion.\n

MOST COMMON PROBLEMS \/ CHALLENGES<\/h2>\nTile 1<\/strong>\n\nThe company looks good, but you never really know what you are buying<\/strong>\n\nThe teaser and management presentation show potential. Risks usually sit in contracts, IP, ownership structure, regulation or dependence on 2-3 key people.\n\nWe review the areas that genuinely affect the value and security of the acquisition. We separate \"for improvement\" notes from issues that should change the price, the structure or the go\/no-go decision.\n\nBusiness benefit:<\/strong> you base the decision on what matters for the transaction, not on the seller's narrative.\n\nRisk of inaction:<\/strong> you acquire the business together with problems that were never in the investment model.\n\nTile 2<\/strong>\n\nYou have a risk list, but no recommendation for the management board<\/strong>\n\nA report alone cannot answer the key question: what is the next step? Buy, renegotiate, set entry conditions, or leave the process?\n\nWe organise findings and translate them into decision scenarios: what blocks the transaction, what must be protected in the SPA, and what you can accept.\n\nBusiness benefit:<\/strong> you receive material that helps you take and justify the decision inside the organisation.\n\nRisk of inaction:<\/strong> you are left with a large volume of information but no clear basis for a move.\n\nTile 3<\/strong>\n\nYou never know how to translate risk into deal terms<\/strong>\n\nFinding a problem alone cannot strengthen your position if it is unclear how to capture it in price, SPA drafting and protective mechanisms.\n\nWe identify which risks should come back in the price or in the drafting (for example escrow, earn-out, representations and warranties, indemnities, conditions precedent).\n\nBusiness benefit:<\/strong> you negotiate specifically, instead of \"cutting the price just in case\".\n\nRisk of inaction:<\/strong> you overpay or enter the deal with protections that are too weak.\n\nTile 4<\/strong>\n\nThe process is fast, and there is no time for a full review of everything<\/strong>\n\nIn competitive processes it is easy to fall into extremes: review too little, or get stuck in analysis that cannot keep up with the deal.\n\nWe match the scope and depth of the review to the transaction objective, the industry and the critical risks. We can start with red flags and go deeper only where it affects the decision and the terms.\n\nBusiness benefit:<\/strong> you keep pace without flying blind.\n\nRisk of inaction:<\/strong> you either miss the opportunity or enter the deal without control over the key risks.\n\nTile 5<\/strong>\n\nDocument discrepancies: you never know whether it is a detail or a deal-blocking issue<\/strong>\n\nIn some cases it is only an inaccuracy. Sometimes it signals a deeper problem in corporate, IP, compliance or governance.\n\nWe assess the weight of the discrepancies and their impact on acquisition security and on what awaits you after closing.\n\nBusiness benefit:<\/strong> you know what can be accepted and what needs renegotiation or conditions.\n\nRisk of inaction:<\/strong> you dismiss a warning sign that after closing turns into cost, dispute or an operational block.\n\nTile 6<\/strong>\n\nYou need a partner who organises the process instead of multiplying it<\/strong>\n\nA transaction involves the management board, finance, advisers and the operations team. Without a clear working rhythm, chaos, delay and loss of control come easily.\n\nWe run the review so you quickly see priorities, red flags and the next decisions. We speak plainly: what it means for the transaction and what the options are.\n\nBusiness benefit:<\/strong> you save management board and team time, and the process stays predictable.\n\nRisk of inaction:<\/strong> the team burns energy on process handling that does not deliver proportional value.\n

HOW OUR SOLUTION WORKS<\/h2>\nA review that leads to a decision (and to concrete SPA drafting)<\/strong>\n\nWe match the scope to the transaction objective and to what can change valuation, terms or the decision to proceed. From the start you know what we check, why, and what conclusion should follow for negotiation and closing.\n\nDefining the review objective and priorities<\/strong>\n\nAt the outset we define which decision the review should support and which areas are critical in your transaction.\n\nWhat we deliver:<\/strong>\n
    \n \t
  • we define the business and transactional objective of the review<\/li>\n \t
  • we identify the key risk areas<\/li>\n \t
  • we match the scope to the transaction type and process stage<\/li>\n \t
  • we set analysis priorities and the working mode<\/li>\n<\/ul>\nResult:<\/strong> Agreed review scope and priorities - linked to the investment objective and the process timetable.\n\nAnalysis of key legal areas<\/strong>\n\nWe analyse the areas that most often decide the security and commercial sense of your entry.\n
      \n \t
    • we analyse corporate and ownership structure<\/li>\n \t
    • we verify key contracts and obligations<\/li>\n \t
    • we check IP rights and how they are protected<\/li>\n \t
    • we assess regulatory compliance and operational risks<\/li>\n \t
    • we identify risks tied to key people and the company's operating model<\/li>\n<\/ul>\nResult:<\/strong> A map of the risks that truly matter for the business and the transaction.\n\nRisk prioritisation<\/strong>\n\nWe organise findings by their real impact on your transaction - because not all of them carry the same weight.\n
        \n \t
      • we separate red flags from secondary risks<\/li>\n \t
      • we assess the impact of risks on valuation<\/li>\n \t
      • we check the impact on structure and closing security<\/li>\n \t
      • we flag areas that need an immediate response<\/li>\n \t
      • we organise risks by their business weight<\/li>\n<\/ul>\nResult:<\/strong> A risk hierarchy: what blocks the transaction, what needs protection or a price change, and what you can accept.\n\nTransaction recommendations<\/strong>\n\nWe translate legal findings into concrete negotiation moves and protections in the transaction.\n
          \n \t
        • we identify risks that affect price<\/li>\n \t
        • we recommend protective mechanisms in the transaction<\/li>\n \t
        • we propose drafting for warranties and indemnities (representations and warranties and indemnity liability)<\/li>\n \t
        • we identify areas for escrow, earn-out or conditions precedent (pre-closing conditions)<\/li>\n \t
        • we show which risks are worth using in negotiation<\/li>\n<\/ul>\nResult:<\/strong> A list of concrete recommendations for negotiations and transaction documents.\n\nNext-step scenarios<\/strong>\n\nWe show you the possible paths after the analysis so it is easier to choose the right direction.\n
            \n \t
          • we assess whether the transaction is worth continuing<\/li>\n \t
          • we identify areas for renegotiation<\/li>\n \t
          • we recommend entry conditions or additional protections<\/li>\n \t
          • we determine when a deeper review is needed<\/li>\n \t
          • we flag situations where it is better to withdraw from the process<\/li>\n<\/ul>\nResult:<\/strong> A recommended action scenario (go\/no-go, renegotiation, entry conditions or exit) with the rationale.\n\nSupport in translating findings into the SPA and negotiations<\/strong>\n\nWe help you move review findings into decisions and documents - so they have a real effect on your entry terms.\n
              \n \t
            • we discuss the findings with you and your transaction team<\/li>\n \t
            • we support translating risks into the SPA<\/li>\n \t
            • we organise the list of topics to negotiate with the seller<\/li>\n \t
            • we help set the order of next steps<\/li>\n \t
            • we support a safe close of the process or an exit from the transaction<\/li>\n<\/ul>\nResult:<\/strong> Control over entry terms and transfer of review findings into the SPA and the plan for next steps.\n

              WHO THIS SERVICE IS FOR<\/h2>\nFor teams that want to buy a business - not surprises<\/strong>\n\nThis approach works when the decision is material, time is short, and the cost of a mistake returns after closing as expense, dispute or an operational problem.\n\nYou are planning to acquire a technology company because you see growth and synergy. You still want to check whether the IP, key contracts and how the company operates actually support your strategy - or only look good in the seller's presentation.\n\nWhy this is for you:<\/strong> you get an answer on whether the transaction still makes sense - and what must go into the terms so you buy safely.\n\nYou build growth through acquisitions and never want to take on corporate, regulatory or contractual mess that later falls on the team and the operating result.\n\nWhy this is for you:<\/strong> you get risk priorities and ready recommendations on how to protect them in practice - without a lengthy commentary.\n\nYou coordinate the process on the buy side: you gather material for the management board, watch document flow and make sure the whole process never turns into chaos.\n\nWhy this is for you:<\/strong> you have clear priorities, material to present onwards and a partner who keeps the process under control.\n

              WORK STAGES<\/h2>\nA process that gives control from the first conversation to the transaction decision<\/strong>\n\nWe work so you quickly see what matters, what needs a decision and what the next step is. You receive structured findings and clear recommendations you can use in the process straight away.\n\nStage 1. Setting the transaction objective and review scope<\/strong>\n\nOpening workshop: we define the decision the review should support, the critical areas and an analysis depth matched to the realities of the process.\n\nWhat you gain: a clear plan and scope that can be delivered within the transaction timeline.\n\nStage 2. Analysis and selection of commercially material risks<\/strong>\n\nWe review documents, examine critical areas and flag red flags as we go. We separate technical risks from those that change the decision or the terms.\n\nWhat you gain: a fast picture of where the real problem is and what must be resolved before closing.\n\nStage 3. Translating findings into transaction decisions<\/strong>\n\nWe assess the impact of risks on price, structure and protections. We form negotiation recommendations and material for decision-makers.\n\nWhat you gain: a basis for the decision and concrete arguments for the conversation with the seller.\n\nStage 4. Decision and transaction support<\/strong>\n\nWe discuss the recommended scenario, help move the findings into the SPA and organise the steps to closing or leaving the process.\n\nWhat you gain: control over the final shape of the transaction and fewer \"surprises\" after signing.","icon":"","order_within_specialization":0,"flexible_content":[{"acf_fc_layout":"hero","section_header":{"section_header":{"eyebrow":"","heading":"You know whether you are buying, renegotiating or walking away.","heading_highlight_mode":"split","heading_split":{"small_part_text":"","strong_part_text":"","":null,"small_part_size":"h2","strong_part_size":"","tag":"h2","style":"inherit","alignment":"inherit"},"description":"You receive structured findings and a clear action recommendation. We translate risks into price, SPA provisions and concrete protections (for example escrow), so you can close the transaction on your terms.","":null,"heading_tag":"h1","heading_style":"hero","alignment":"left"}},"actions":{"button_cluster":{"intro":"","buttons":[{"button":{"link":{"title":"Book an introductory call about your transaction","url":"#contact","target":""},"variant":"primary","icon":"arrow","icon_size":"inherit","size":"default","aria_label":""}}],"alignment":"left"}},"media":{"media":{"image":"","mobile_image":"","object_position":"center","object_position_custom":""}},"section_meta":{"anchor_id":"","is_enabled":true},"variant":"split","mobile_body_card":false},{"acf_fc_layout":"person_cta","person":[2695],"section_header":{"section_header":{"eyebrow":"","heading":"In due diligence you need a clear picture: which findings are minor, and which change the price, the SPA terms or the case for the acquisition. ","heading_highlight_mode":"none","heading_split":{"small_part_text":"","strong_part_text":"","":null,"small_part_size":"","strong_part_size":"","tag":"h2","style":"inherit","alignment":"inherit"},"description":"That means you can react before you sign the documents.\n\nThis matters especially when you are under time pressure, in a competitive process, or need to \"deliver\" a decision to the management board or an investment committee. In that situation what counts is a hierarchy of risks, clear recommendations and findings you can defend in discussion.","":null,"heading_tag":"h2","heading_style":"compact","alignment":"left"}},"carousel_settings":{"carousel_settings":{"autoplay_mode":"default","autoplay_delay":6.5}},"actions":{"button_cluster":{"intro":"","buttons":null,"alignment":"left"}}},{"acf_fc_layout":"expandable_box","section_header":{"section_header":{"eyebrow":"Most common problems \/ challenges","heading":"The most common problems we solve","heading_highlight_mode":"none","heading_split":{"small_part_text":"","strong_part_text":"","":null,"small_part_size":"","strong_part_size":"","tag":"h2","style":"inherit","alignment":"inherit"},"description":"","":null,"heading_tag":"h2","heading_style":"section","alignment":"center"}},"items":[{"problem_title":"The company looks good, but you never really know what you are buying","teaser_description":"The teaser and management presentation show potential. Risks usually sit in contracts, IP, ownership structure, regulation or dependence on 2-3 key people.","solution_title":"","solution_description":"

              We review the areas that genuinely affect the value and security of the acquisition. We separate \"for improvement\" notes from issues that should change the price, the structure or the go\/no-go decision.<\/p>\n\n

              Business benefit:<\/strong> you base the decision on what matters for the transaction, not on the seller's narrative.<\/p>\n\n

              Risk of inaction:<\/strong> you acquire the business together with problems that were never in the investment model.<\/p>","icon":"","accent":"pink","open":false},{"problem_title":"You have a risk list, but no recommendation for the management board","teaser_description":"A report alone cannot answer the key question: what is the next step? Buy, renegotiate, set entry conditions, or leave the process?","solution_title":"","solution_description":"

              We organise findings and translate them into decision scenarios: what blocks the transaction, what must be protected in the SPA, and what you can accept.<\/p>\n\n

              Business benefit:<\/strong> you receive material that helps you take and justify the decision inside the organisation.<\/p>\n\n

              Risk of inaction:<\/strong> you are left with a large volume of information but no clear basis for a move.<\/p>","icon":"","accent":"violet","open":false},{"problem_title":"You never know how to translate risk into deal terms","teaser_description":"Finding a problem alone cannot strengthen your position if it is unclear how to capture it in price, SPA drafting and protective mechanisms.","solution_title":"","solution_description":"

              We identify which risks should come back in the price or in the drafting (for example escrow, earn-out, representations and warranties, indemnities, conditions precedent).<\/p>\n\n

              Business benefit:<\/strong> you negotiate specifically, instead of \"cutting the price just in case\".<\/p>\n\n

              Risk of inaction:<\/strong> you overpay or enter the deal with protections that are too weak.<\/p>","icon":"","accent":"blue","open":false},{"problem_title":"The process is fast, and there is no time for a full review of everything","teaser_description":"In competitive processes it is easy to fall into extremes: review too little, or get stuck in analysis that cannot keep up with the deal.","solution_title":"","solution_description":"

              We match the scope and depth of the review to the transaction objective, the industry and the critical risks. We can start with red flags and go deeper only where it affects the decision and the terms.<\/p>\n\n

              Business benefit:<\/strong> you keep pace without flying blind.<\/p>\n\n

              Risk of inaction:<\/strong> you either miss the opportunity or enter the deal without control over the key risks.<\/p>","icon":"","accent":"orange","open":false},{"problem_title":"Document discrepancies: you never know whether it is a detail or a deal-blocking issue","teaser_description":"In some cases it is only an inaccuracy. Sometimes it signals a deeper problem in corporate, IP, compliance or governance.","solution_title":"","solution_description":"

              We assess the weight of the discrepancies and their impact on acquisition security and on what awaits you after closing.<\/p>\n\n

              Business benefit:<\/strong> you know what can be accepted and what needs renegotiation or conditions.<\/p>\n\n

              Risk of inaction:<\/strong> you dismiss a warning sign that after closing turns into cost, dispute or an operational block.<\/p>","icon":"","accent":"pink","open":false}],"section_meta":{"anchor_id":"","is_enabled":true}},{"acf_fc_layout":"box_variants","variant":"process-detail","section_header":{"section_header":{"eyebrow":"Our solution","heading":"A review that leads to a decision (and to concrete SPA drafting)","heading_highlight_mode":"none","heading_split":{"small_part_text":"","strong_part_text":"","":null,"small_part_size":"","strong_part_size":"","tag":"h2","style":"inherit","alignment":"inherit"},"description":"We match the scope to the transaction objective and to what can change valuation, terms or the decision to proceed. From the start you know what we check, why, and what conclusion should follow for negotiation and closing.","":null,"heading_tag":"h2","heading_style":"section","alignment":"center"}},"items":[{"title":"Defining the review objective and priorities","description":"","body":"At the outset we define which decision the review should support and which areas are critical in your transaction.\n

                \n \t
              • we define the business and transactional objective of the review<\/li>\n \t
              • we identify the key risk areas<\/li>\n \t
              • we match the scope to the transaction type and process stage<\/li>\n \t
              • we set analysis priorities and the working mode<\/li>\n<\/ul>\n ","tags":"Agreed review scope\nPriority list","count":"","accent":"violet","icon":""},{"title":"Analysis of key legal areas","description":"","body":"We analyse the areas that most often decide the security and commercial sense of your entry.\n
                  \n \t
                • we analyse corporate and ownership structure<\/li>\n \t
                • we verify key contracts and obligations<\/li>\n \t
                • we check IP rights and how they are protected<\/li>\n \t
                • we assess regulatory compliance and operational risks<\/li>\n \t
                • we identify risks tied to key people and the company's operating model<\/li>\n<\/ul>\n ","tags":"Risk map","count":"","accent":"blue","icon":""},{"title":"Risk prioritisation","description":"","body":"We organise findings by their real impact on your transaction - because not all of them carry the same weight.\n
                    \n \t
                  • we separate red flags from secondary risks<\/li>\n \t
                  • we assess the impact of risks on valuation<\/li>\n \t
                  • we check the impact on structure and closing security<\/li>\n \t
                  • we flag areas that need an immediate response<\/li>\n \t
                  • we organise risks by their business weight<\/li>\n<\/ul>","tags":"Risk map","count":"","accent":"orange","icon":""},{"title":"Transaction recommendations","description":"","body":"We translate legal findings into concrete negotiation moves and protections in the transaction.\n
                      \n \t
                    • we identify risks that affect price<\/li>\n \t
                    • we recommend protective mechanisms in the transaction<\/li>\n \t
                    • we propose drafting for warranties and indemnities (representations and warranties and indemnity liability)<\/li>\n \t
                    • we identify areas for escrow, earn-out or conditions precedent (pre-closing conditions)<\/li>\n \t
                    • we show which risks are worth using in negotiation<\/li>\n<\/ul>\nA list of concrete recommendations for negotiations and transaction documents.","tags":"Recommendation list\nTransaction document list","count":"","accent":"orange","icon":""}],"footer_heading":"","footer_tags":"","actions":{"button_cluster":{"intro":"","buttons":[{"button":{"link":null,"variant":"primary","icon":"none","icon_size":"inherit","size":"default","aria_label":""}}],"alignment":"left"}},"section_meta":{"anchor_id":"","is_enabled":true}},{"acf_fc_layout":"box_variants","variant":"box-point","section_header":{"section_header":{"eyebrow":"Who this service is for","heading":"For teams that want to buy a business - not surprises","heading_highlight_mode":"none","heading_split":{"small_part_text":"","strong_part_text":"","":null,"small_part_size":"","strong_part_size":"","tag":"h2","style":"inherit","alignment":"inherit"},"description":"This approach works when the decision is material, time is short, and the cost of a mistake returns after closing as expense, dispute or an operational problem.","":null,"heading_tag":"h2","heading_style":"section","alignment":"center"}},"items":[{"title":"For buy-side teams","description":"Strategic due diligence works when you need more than a risk list. You want to know whether the transaction still makes sense, what needs renegotiation and which protections should sit in the SPA.","body":"This approach is useful when a decision matters, time is short, and the cost of a mistake may return after closing as an expense, dispute or operational problem.\r\n\r\nYou are planning to acquire a technology company because you see growth and synergies. You want to check, however, whether its IP, key agreements and way of operating genuinely support your strategy-or merely look good in the seller\u2019s presentation.\r\n\r\nWhy this matters to you:<\/strong> you get an answer on whether the transaction still makes sense-and what needs to go into the terms to make the acquisition safer.\r\n\r\nYou are building growth through acquisitions and do not want to take on corporate, regulatory or contractual disorder that will later affect your team and operating results.\r\n\r\nWhy this matters to you:<\/strong> you get risk priorities and practical recommendations for addressing them, without an overlong commentary.\r\n\r\nYou are coordinating the process for the buyer: gathering material for the management board, managing document circulation and making sure the process does not descend into chaos.\r\n\r\nWhy this matters to you:<\/strong> you have clear priorities, material you can share with others and a partner who keeps the process on track.","tags":"","count":"","accent":"orange","icon":""},{"title":"Management boards and owners planning an acquisition","description":"You build growth through acquisitions and never want to take on corporate, regulatory or contractual problems with the business that will burden the team and operating result after closing.","body":"","tags":"","count":"","accent":"orange","icon":""},{"title":"People coordinating the due diligence process","description":"You connect the work of the management board, finance, lawyers, advisers and the operations team. You need clear priorities, efficient information flow and material you can present to decision-makers.","body":"
                       <\/blockquote>","tags":"","count":"","accent":"orange","icon":""}],"footer_heading":"Due diligence is most often commissioned by the buyer:","footer_tags":"company\nfund\ninvestor considering an acquisition","actions":{"button_cluster":{"intro":"","buttons":null,"alignment":"left"}},"section_meta":{"anchor_id":"","is_enabled":true}},{"acf_fc_layout":"cooperation_process","section_header":{"section_header":{"eyebrow":"Work stages","heading":"A process that gives control from the first conversation to the transaction decision","heading_highlight_mode":"none","heading_split":{"small_part_text":"","strong_part_text":"","":null,"small_part_size":"","strong_part_size":"","tag":"h2","style":"inherit","alignment":"inherit"},"description":"We work so you quickly see what matters, what needs a decision and what the next step is. You receive structured findings and clear recommendations you can use in the process straight away.","":null,"heading_tag":"h2","heading_style":"section","alignment":"center"}},"steps":[{"title":"Setting the transaction objective and scope of review","description":"In an initial workshop, we establish the decision the review should support, the critical areas and the depth of analysis suited to the transaction.","accent":"pink"},{"title":"Analysis and prioritisation of business-critical risks","description":"We review documents, examine critical areas and flag red flags as we go. We distinguish technical risks from those that affect the decision or deal terms.","accent":"violet"},{"title":"Turning findings into transaction decisions","description":"We assess how risks affect price, deal structure and protections. We develop negotiation recommendations and materials for decision-makers.","accent":"blue"},{"title":"Decision and transaction support","description":"We discuss the recommended scenario, help carry the findings into the SPA and organise the steps to close the transaction or exit the process.","accent":"orange"}],"cta_text":"Book an initial call about the transaction.","actions":{"button_cluster":{"intro":"","buttons":[{"button":{"link":{"title":"Book an introductory call about your transaction","url":"#contact","target":""},"variant":"primary","icon":"arrow","icon_size":"inherit","size":"default","aria_label":""}}],"alignment":"left"}},"section_meta":{"anchor_id":"","is_enabled":true}},{"acf_fc_layout":"contact","section_header":{"section_header":{"eyebrow":"Contact us","heading":"Check the transaction before you sign the SPA","heading_highlight_mode":"none","heading_split":{"small_part_text":"","strong_part_text":"","":null,"small_part_size":"","strong_part_size":"","tag":"h2","style":"inherit","alignment":"inherit"},"description":"A good decision at the due diligence stage often saves months of disputes, post-closing costs and renegotiations you never planned.\n\nWrite briefly: what type of transaction it is, where you are in the process and what concerns you most. We will say what review scope makes sense and where the risks that change terms most often sit.","":null,"heading_tag":"h2","heading_style":"section","alignment":"center"}},"person":2695,"person_eyebrow":"","person_body":"","response_title":"","response_body":"","form":{"cf7_form":"","name_label":"Imi\u0119 lub nazwa podmiotu","name_placeholder":"Wpisz swoje dane","phone_label":"Telefon","phone_placeholder":"+48 000 000 000","email_label":"E-mail","email_placeholder":"twoj@email.pl","message_label":"Napisz, czego potrzebujesz","message_placeholder":"Opisz kr\u00f3tko sytuacj\u0119, etap rozm\u00f3w i termin decyzji.","privacy_text":"O\u015bwiadczam, \u017ce podane dane kontaktowe mog\u0105 zosta\u0107 wykorzystane do odpowiedzi na moje zg\u0142oszenie.","newsletter_text":"","button_label":"Opisz transakcj\u0119 - wr\u00f3cimy z propozycj\u0105 zakresu"},"background":"","section_meta":{"anchor_id":"","is_enabled":true}}]},"_links":{"self":[{"href":"https:\/\/sawaryn.com\/en\/wp-json\/wp\/v2\/service\/2757","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/sawaryn.com\/en\/wp-json\/wp\/v2\/service"}],"about":[{"href":"https:\/\/sawaryn.com\/en\/wp-json\/wp\/v2\/types\/service"}],"version-history":[{"count":0,"href":"https:\/\/sawaryn.com\/en\/wp-json\/wp\/v2\/service\/2757\/revisions"}],"wp:attachment":[{"href":"https:\/\/sawaryn.com\/en\/wp-json\/wp\/v2\/media?parent=2757"}],"wp:term":[{"taxonomy":"specialization","embeddable":true,"href":"https:\/\/sawaryn.com\/en\/wp-json\/wp\/v2\/specialization?post=2757"},{"taxonomy":"practice_area","embeddable":true,"href":"https:\/\/sawaryn.com\/en\/wp-json\/wp\/v2\/practice_area?post=2757"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}