Acqru is Tu Duong's fractional M&A practice: 120+ acquisitions — and the divestitures that ran the other way — across a $1.4B+ portfolio. He joins your deal wherever it stands — the search, the LOI, the close, or mid-integration — and stays through stabilization, on the platform where every one of those deals left its lessons. One accountable lead from your stage forward, at the wheel or guiding the team you already have.
Tu Duong served as Head of M&A Integration through the most aggressive acquisition program in e-commerce history — at Thrasio, personally running 120+ acquisitions across a $1.4B+ portfolio as the company scaled faster than any integration infrastructure at the time was built to handle.
He watched firsthand what happens when deal velocity outpaces the systems behind it. Not in theory — at scale, in real time, with real consequences. And when the cycle turned, he ran the machine in reverse — leading divestitures out of the same portfolio he'd helped assemble. Few operators have executed M&A in both directions, through both halves of a cycle. The lesson wasn't that the deals were wrong. It was that the infrastructure to execute them didn't exist.
Acqru is what Tu built so it doesn't happen again — to anyone. Every module reflects a real failure mode encountered on a real deal: the supplier contract that expires 90 days post-close with no auto-renewal, the key engineer who holds all the payment integration knowledge and no documentation, the IP complaint that surfaces on Day 3, the cultural friction that becomes attrition by Day 60. These aren't hypotheticals. They're the reason each module exists.
Today Tu leads deals end to end for acquirers — sourcing, diligence, and integration as one continuous engagement with one accountable lead, on Acqru. Every deal gets the same infrastructure, the same weekly operating cadence, and the pattern recognition of the 120 that came before it, scaled to the complexity of the deal in front of it. The system that should have existed now does — and it comes with the operator who built it.
Join me where your deal already is — the search, the LOI, the close, or Day 30. From that point forward there is one accountable lead: whoever pressure-tests the deal is whoever integrates it, the thesis that justified your price becomes the benchmark the integration is held to, and nothing discovered along the way gets lost in a handoff, because there isn't one. You don't have to start at the beginning. You just have to stop handing it off.
Operator mode. I run the deal — the workstreams, the cadence, the seller, the blockers — as your fractional lead, end to end. You get the outcome without staffing the function.
Advisory mode — the race engineer model. Your team runs the deal on Acqru; I bring the telemetry: what's breaking and why, what's coming at the next phase, when to push and when to pit. Your people build the capability in-house, deal by deal — and it stays when the engagement ends.
Same brain, same platform, same no-handoff rule — the only variable is whose hands are on the wheel. And if the deal demands it, I take the wheel mid-race: advisory engagements escalate to operator mode without losing a day.
Fees are modular — each layer is priced to the scope actually delivered, and to who's driving: advisory engagements price below operator engagements. Fixed fee for the sprint, retainer plus success fee for the engagement, retainer plus synergy share for the operating partnership. Charter-client terms are available for the first cohort: standard rates shown, risk restructured, traded for case-study rights and references.
I've led divestitures as well as acquisitions — so I know exactly what a buyer's diligence will find, because finding it is my other job. The exit-readiness sprint runs your own data room through the same pipeline a buyer's advisor would: every finding that would become a price chip, an escrow increase, or a re-trade — ranked by severity and found by you first, months before a buyer does. And when the deal is live: carve-out and separation planning, TSA design from the provider side, and a managed transition through close. Integration in reverse, run by someone who has done it in both directions.
Six workstreams, each run with operator depth — not a task list, but the specific decisions, reconciliations, and transfers a deal lives or dies on. This is the scope I carry on every engagement, tracked live in Acqru.
Acqru isn’t sold as standalone software. It comes with me — my hands on it in operator mode, or your team inside it with me on the radio. Either way it’s the operating system the engagement runs on, and the reason one lead delivers the infrastructure of an integration office. You see your whole deal in it, live, for the length of the engagement.
Acquirers running deals without a standing integration office — from a first acquisition to a multi-deal platform. Wherever the deal is bigger than the team behind it, and the cost of fumbling the first 90 days is the deal itself.
The diligence sprint is the first deliverable and the fastest way to see how this works — your actual deal, read end to end, returned as a ranked findings report and a plan. Days, not weeks. Here's what happens to your documents.
Start with the diligence sprint: send a data room — or just the CIM — and within days you'll have a severity-ranked findings report, a seller Q&A list, and a deal-specific integration plan. That's the first meeting.