Technical Due Diligence for a Series B Raise 
The CTO's Checklist 

Term sheets get signed on traction, but they get withdrawn — or repriced — on diligence. By Series B, the investor's technical diligence is no longer a casual call with your CTO; it's a structured review run by a partner firm or an in-house principal engineer who has seen a hundred codebases and knows exactly where growth-stage teams cut corners. The good news: technical diligence is predictable. The teams that sail through aren't the ones with perfect code — they're the ones who can show they know where their risks are and have a credible plan for each. Here is what gets inspected, and how to be ready before the data room opens.

1. Architecture that matches the next 18 months, not the last 18

Diligence teams aren't grading elegance; they're pricing risk. They want to see that your architecture can absorb the growth your raise is predicated on. Expect questions on single points of failure, data model decisions that are expensive to reverse, and any component that only one person understands. A monolith is not a red flag — an undocumented monolith with no path to decompose under load is. Have a one-page architecture diagram, a written list of your top five scaling risks, and a sentence on the mitigation for each. That single artifact does more to build confidence than a week of code reading.

2. Security and compliance posture

• A current SOC 2 Type II (or ISO 27001) report, or a credible, dated roadmap to one if you're pre-audit.
• Evidence of the basics: SSO/MFA enforced, secrets in a manager (not in code or env files in the repo), encrypted data at rest and in transit, least-privilege access to production.
• A vulnerability and dependency story — automated scanning, a patching cadence, and no critical CVEs sitting open for months.
• Incident history told honestly: what happened, what you changed. A handled incident reads as maturity; a hidden one reads as risk.

3. Delivery: can the team ship predictably?

Investors are buying your future roadmap, so they probe how reliably you turn money into shipped software. They'll look at deployment frequency, lead time for changes, how often deploys cause incidents, and whether you have CI/CD or hand-rolled releases. You don't need elite DORA metrics — you need to know your numbers and show they're trending the right way. A team that deploys daily behind feature flags with automated tests is worth a materially higher multiple than one that ships monthly and prays.

4. Key-person and team risk

The fastest way to spook a diligence team is the discovery that one engineer holds the entire system in their head with nothing written down. Bus factor is a real line item. Show documented runbooks, an onboarding doc that actually works, code ownership spread across the team, and a hiring plan that the raise funds. If you have concentration risk — and most growth-stage teams do — name it and show how the capital reduces it. Naming a risk you've already planned around is a strength; being surprised by it on a call is not.

5. The data room artifacts that save you weeks

Prepare these before you need them: an architecture overview, a security policy summary, your SDLC and release process, a dependency and license inventory, test coverage and CI status, an infrastructure cost breakdown, and a register of known technical debt with prioritization. The register is the counterintuitive one — voluntarily disclosing your debt with a plan reads as control, not weakness. Diligence teams trust the founder who shows them the map of the problems far more than the one who insists there are none.

How Infiniti Tech Partners prepares CTOs for diligence

We run a pre-diligence readiness review the way an investor's team would — architecture, security, delivery, and key-person risk — and hand you the prioritized remediation list plus the data-room artifacts that diligence asks for. Where there's real work to do before the round, we can do it with you: shore up the security posture, document the system, and close the highest-risk gaps. If you're raising in the next two quarters and want to walk into diligence already knowing what they'll find, start a conversation.