What Are the Key Terms in an M&A Agreement for Tech Companies?
In the world of software and technology M&A, the devil is in the details. While headlines often focus on valuation multiples or strategic synergies, the real substance of a deal lies in the definitive agreement — the legal contract that governs the transaction. For founders, CEOs, and investors navigating a tech exit, understanding the key terms in an M&A agreement is not just a legal exercise — it’s a strategic imperative.
This article outlines the most critical terms in a tech M&A agreement, with a focus on how they impact value realization, risk allocation, and post-closing outcomes. Whether you’re selling a SaaS platform, a cybersecurity firm, or a niche AI tool, these terms will shape your deal’s success.
1. Purchase Price and Consideration Structure
At the heart of any M&A agreement is the purchase price — but how that price is paid matters just as much as the number itself. In tech deals, consideration often includes a mix of:
Cash at closing – The most straightforward and preferred form of payment.
Equity rollover – Common in private equity transactions, where founders retain a stake in the new entity.
Earn-outs – Contingent payments based on future performance, often used to bridge valuation gaps.
Escrow holdbacks – A portion of the purchase price held in escrow to cover post-closing indemnities.
Each of these components carries different tax, risk, and liquidity implications. As we’ve discussed in How Do I Handle Earn-Outs in the Sale of My Software Business, earn-outs can be particularly tricky — aligning incentives while avoiding disputes requires careful structuring and clear metrics.
2. Representations and Warranties
Reps and warranties are the seller’s assertions about the business — from financial statements and IP ownership to compliance and customer contracts. In tech M&A, these often include:
Intellectual property ownership – Confirming that all code, patents, and trademarks are properly assigned and free of encumbrances.
Data privacy and security compliance – Especially critical for SaaS and AI companies handling user data.
Open-source software usage – Misuse or improper licensing can derail a deal late in diligence.
Buyers rely on these reps to assess risk. If any turn out to be false post-closing, the seller may be liable for damages. That’s why firms like iMerge often recommend conducting a pre-LOI diligence review to identify and address potential red flags early.
3. Indemnification Provisions
Indemnification clauses allocate post-closing risk. If a buyer suffers losses due to a breach of reps and warranties, they may seek compensation from the seller. Key terms include:
Cap – The maximum amount the seller can be liable for (often a percentage of the purchase price).
Basket – A threshold of losses that must be met before indemnification kicks in.
Survival period – How long the reps and warranties remain enforceable post-closing.
In tech deals, IP and data security breaches often carry longer survival periods or even “fundamental” status, meaning they’re not subject to caps or baskets. Sellers should negotiate these terms carefully, especially when dealing with strategic acquirers or international buyers.
4. Working Capital Adjustments
Most M&A agreements include a working capital adjustment to ensure the business is delivered with a normalized level of short-term assets and liabilities. This is particularly important in SaaS businesses with deferred revenue or annual billing cycles.
Misunderstanding how deferred revenue is treated can lead to post-closing disputes. As we noted in How Do I Present Deferred Revenue During an M&A Process, clarity around revenue recognition and contract liabilities is essential for both parties.
5. Covenants and Closing Conditions
Between signing and closing, both parties agree to certain covenants — promises about how the business will be operated. These may include:
Conduct of business – Restrictions on hiring, spending, or entering new contracts.
Non-solicitation and non-compete clauses – Preventing the seller from poaching employees or launching a competing venture.
Regulatory approvals – Especially relevant in cross-border deals or those involving sensitive technologies.
Failure to meet closing conditions — such as obtaining third-party consents or clearing antitrust hurdles — can delay or derail a deal. This is why experienced advisors like iMerge help clients anticipate and navigate these issues early in the process.
6. Employee and Founder Retention
In tech M&A, talent is often as valuable as the product. Buyers may require key employees or founders to sign new employment agreements, equity incentive plans, or retention bonuses. These terms are typically negotiated in parallel with the main agreement and can materially affect the deal’s success.
Founders should also consider how these terms align with their personal goals. Are you staying on for a transition period? Rolling equity into a new entity? These decisions have both financial and lifestyle implications.
7. Dispute Resolution and Governing Law
While often overlooked, the choice of governing law and dispute resolution mechanism can have real consequences. Arbitration vs. litigation, jurisdiction, and venue — these terms determine how conflicts are resolved if things go sideways.
Understanding the key terms in an M&A agreement is more than a legal checklist — it’s a roadmap for value preservation, risk mitigation, and post-deal success. For tech founders, these terms can shape everything from your final payout to your future role in the business.
Firms like iMerge specialize in helping software and technology companies navigate these complexities — from exit planning strategy to final negotiations. With the right guidance, you can approach the deal table with clarity, confidence, and leverage.
Use this insight in your next board discussion or strategic planning session. When you’re ready, iMerge is available for private, advisor-level conversations.
In the world of technology M&A, earn-outs are often the bridge between a seller’s valuation expectations and a buyer’s risk tolerance. But while they can unlock additional value for founders, they also introduce complexity, uncertainty, and—if not carefully structured—potential for post-deal conflict.
So how should a tech founder or CEO approach earn-out negotiations? The answer lies in understanding the strategic purpose of earn-outs, aligning incentives, and negotiating terms that are both measurable and achievable. This article explores how to do just that, with insights drawn from real-world transactions and the advisory experience of firms like iMerge, which specializes in software and technology M&A.
What Is an Earn-Out?
An earn-out is a contractual provision in an acquisition agreement that ties a portion of the purchase price to the future performance of the business. Typically, the seller receives an upfront payment at closing, with additional payments contingent on hitting specific financial or operational milestones over a defined period—usually 12 to 36 months.
Earn-outs are especially common in tech deals where:
The target is a high-growth SaaS or software company with limited operating history
There’s a valuation gap between buyer and seller expectations
The founder or key team members are expected to stay on post-acquisition
While earn-outs can help get deals across the finish line, they also require careful structuring to avoid misaligned incentives or post-close disputes.
Key Principles for Negotiating Earn-Outs
1. Define Clear, Objective Metrics
The most common earn-out metrics in tech M&A include:
Where possible, tie earn-outs to metrics that are within the seller’s control and not easily manipulated by the buyer post-close. For example, EBITDA-based earn-outs can be problematic if the buyer allocates overhead or changes accounting policies. In contrast, revenue-based earn-outs—especially recurring revenue—tend to be more transparent and defensible.
As we noted in Website Valuation and Discretionary Earnings, clarity in financial definitions is essential. The same applies here: define terms like “revenue” or “net income” precisely in the purchase agreement.
2. Align Incentives with Post-Close Realities
Earn-outs work best when the seller remains actively involved in the business post-acquisition. If the founder is stepping away, the buyer assumes operational control—and the seller’s ability to influence outcomes diminishes. In such cases, earn-outs may be inappropriate or should be heavily discounted in valuation discussions.
Conversely, if the founder is staying on as a division head or product lead, an earn-out can serve as a powerful incentive. But it must be structured to reflect the new reporting lines, decision-making authority, and resource allocation. For example, if the seller is responsible for hitting a revenue target, they must have the budget and autonomy to execute their go-to-market strategy.
3. Cap the Earn-Out Period and Amount
Earn-outs should be time-bound and capped. A typical structure might include:
12–36 months of performance measurement
Earn-out payments tied to annual or cumulative targets
A maximum earn-out amount (e.g., 20–40% of total deal value)
Open-ended or uncapped earn-outs create uncertainty and can lead to disputes. Buyers may also prefer shorter earn-out periods to accelerate integration and reduce contingent liabilities.
4. Negotiate Protections and Governance Rights
To protect your ability to achieve the earn-out, consider negotiating:
Operating covenants that prevent the buyer from materially changing the business model
In some cases, sellers may also negotiate a “catch-up” provision—if the business misses a target one year but exceeds it the next, the seller can still earn a portion of the deferred payment.
5. Understand the Tax and Legal Implications
Earn-out payments are typically taxed as ordinary income or capital gains depending on how they’re structured. The timing of recognition, installment treatment, and potential escrow arrangements can all impact your after-tax proceeds.
Consider a fictional but representative example: a founder of a $5M ARR vertical SaaS company receives an acquisition offer of $15M—$10M upfront and $5M in earn-outs over two years, contingent on hitting 30% YoY ARR growth.
With guidance from an M&A advisor like iMerge, the founder negotiates:
Quarterly reporting and transparency rights
Defined sales and marketing budget commitments
A catch-up clause if ARR growth is delayed but recovers
Capital gains treatment for earn-out payments
Ultimately, the company hits 28% growth in year one and 35% in year two. Thanks to the catch-up clause, the founder receives 90% of the earn-out—preserving alignment and avoiding litigation.
When to Push Back on Earn-Outs
Not all earn-outs are worth accepting. Founders should be cautious if:
The earn-out comprises more than 50% of the total deal value
The buyer refuses to define performance metrics clearly
The seller has no post-close control or visibility
The earn-out is based on integration synergies or cost savings
In such cases, it may be better to negotiate a lower upfront price with fewer contingencies—or walk away entirely.
Final Thoughts
Earn-outs are a powerful but double-edged tool in tech M&A. When structured thoughtfully, they can bridge valuation gaps and reward performance. When poorly designed, they can lead to misalignment, disputes, and lost value.
Firms like iMerge help founders navigate these complexities by modeling earn-out scenarios, negotiating protective terms, and aligning deal structure with long-term goals. Whether you’re selling a SaaS platform, a niche software tool, or a data-driven application, the right advisory support can make the difference between a fair deal and a frustrating one.
Founders navigating valuation or deal structuring decisions can benefit from iMerge’s experience in software and tech exits — reach out for guidance tailored to your situation.
Tax-Efficient Ways to Structure the Sale of Your Tech Business
For founders and CEOs of software and technology companies, selling your business is often the culmination of years—if not decades—of innovation, risk-taking, and relentless execution. But when it comes time to monetize that value, the structure of the sale can significantly impact how much of the proceeds you actually keep. In many cases, the difference between a well-structured and poorly structured deal can amount to millions in after-tax dollars.
This article explores the most tax-efficient strategies for structuring the sale of a tech business, with a focus on software, SaaS, and internet-based companies. Whether you’re preparing for an exit or simply planning ahead, understanding these options can help you preserve more of your hard-earned equity.
1. Asset Sale vs. Stock Sale: The Foundational Decision
The first—and often most consequential—decision in structuring a sale is whether to pursue an asset sale or a stock sale. Each has distinct tax implications for both buyer and seller.
Asset Sale: The buyer purchases individual assets (IP, customer contracts, codebase, etc.) and assumes selected liabilities. This structure is typically more favorable to buyers due to the step-up in asset basis and depreciation benefits. However, sellers may face double taxation if the business is a C-corp—once at the corporate level and again upon distribution to shareholders.
Stock Sale: The buyer acquires the equity of the company, assuming all assets and liabilities. For founders, this often results in capital gains treatment on the full sale price, which is generally more tax-efficient—especially if Qualified Small Business Stock (QSBS) applies.
From a seller’s perspective, a stock sale is usually preferable. However, buyers may push for an asset deal to limit liability exposure and maximize tax deductions. Experienced M&A advisors like iMerge can help negotiate hybrid structures or price adjustments to bridge this gap.
2. Leverage Qualified Small Business Stock (QSBS) Exemption
One of the most powerful tax planning tools available to tech founders is the Section 1202 QSBS exemption. If your company qualifies, you may be able to exclude up to $10 million—or 10x your basis—in capital gains from federal taxes.
To qualify, the following conditions must generally be met:
The company is a domestic C-corporation
Gross assets were under $50 million at the time of stock issuance
The stock was held for at least five years
The company is engaged in a qualified trade or business (most tech companies qualify)
QSBS planning should begin years before a sale. If your company is currently an LLC or S-corp, converting to a C-corp may be worth considering—though timing and legal implications must be carefully evaluated. Firms like iMerge often work with founders to assess QSBS eligibility early in the exit planning process.
3. Installment Sales: Spreading the Tax Burden
In certain cases, structuring the deal as an installment sale—where a portion of the purchase price is paid over time—can defer tax liability and smooth out income recognition. This is particularly useful if the sale includes:
Seller financing
Earn-outs tied to future performance
Deferred compensation or consulting agreements
Under IRS rules, you generally pay capital gains tax only as payments are received. This can help avoid pushing yourself into a higher tax bracket in the year of sale. However, installment sales come with risks, including buyer default and interest rate exposure. Proper legal protections and escrow arrangements are essential.
4. Consider an Equity Rollover in a Partial Exit
In private equity-backed deals, founders are often offered the opportunity to “roll over” a portion of their equity into the new entity. This can be a tax-efficient way to defer gains on the rolled portion while maintaining upside in the next growth phase.
For example, if you sell 70% of your company and roll 30% into the buyer’s platform, you’ll only pay taxes on the 70% at closing. The remaining 30% continues to grow tax-deferred until a future liquidity event. This strategy is common in roll-up plays and recapitalizations, especially in the SaaS sector.
That said, equity rollovers require careful negotiation of valuation, governance rights, and exit timelines. As we’ve discussed in earn-out and rollover structures, alignment with the buyer’s long-term strategy is critical.
5. Optimize State and Local Tax Exposure
Federal taxes often dominate the conversation, but state and local taxes can materially impact your net proceeds. For instance, California’s top capital gains rate is 13.3%, while states like Texas and Florida have no income tax.
Some founders consider relocating prior to a sale, but this must be done well in advance and with clear intent to establish domicile. The IRS and state tax authorities scrutinize these moves closely. A more practical approach may involve allocating income across entities or using trusts in tax-favorable jurisdictions—strategies that require coordination with tax counsel and M&A advisors.
6. Allocate Purchase Price Strategically
In an asset sale, how the purchase price is allocated among assets (e.g., IP, goodwill, non-compete agreements) can significantly affect your tax liability. For example:
Amounts allocated to personal goodwill may be taxed at capital gains rates
Allocations to non-compete agreements may be taxed as ordinary income
Depreciable assets may trigger depreciation recapture
Buyers and sellers often have competing interests in this allocation. As we noted in Allocation of Purchase Price Disagreements, early negotiation and documentation are key to avoiding post-closing disputes and IRS scrutiny.
7. Use Trusts and Estate Planning Vehicles
For founders with significant equity value, integrating estate planning into the sale process can yield substantial tax savings. Strategies may include:
Grantor Retained Annuity Trusts (GRATs)
Intentionally Defective Grantor Trusts (IDGTs)
Charitable Remainder Trusts (CRTs)
These vehicles can help transfer wealth to heirs or philanthropic causes while minimizing estate and gift taxes. However, they must be established before a binding sale agreement is in place. Once a Letter of Intent (LOI) is signed, the IRS may view the transaction as “too far along” for effective planning.
Conclusion
Structuring the sale of your tech business for tax efficiency is not a one-size-fits-all exercise. It requires a nuanced understanding of your corporate structure, shareholder base, growth trajectory, and personal financial goals. The earlier you begin planning, the more options you’ll have to optimize outcomes.
Firms like iMerge specialize in helping software and internet business owners navigate these complexities—from pre-LOI due diligence to final deal structuring. With the right guidance, you can not only maximize valuation but also retain more of the value you’ve created.
Founders navigating valuation or deal structuring decisions can benefit from iMerge’s experience in software and tech exits — reach out for guidance tailored to your situation.
What Are the Financing Options for Buyers of Software Companies?
Acquiring a software company—whether a bootstrapped SaaS startup or a mature enterprise platform—requires more than just strategic intent. It demands capital, and often, a creative approach to structuring that capital. For buyers, especially in today’s environment of rising interest rates and tighter credit markets, understanding the full spectrum of financing options is essential to closing deals efficiently and competitively.
This article explores the primary financing mechanisms available to buyers of software companies, from traditional debt to innovative equity structures, and how each can be tailored to the unique dynamics of software M&A.
1. Cash on Hand: The Simplest, But Not Always the Smartest
Some acquirers—particularly strategic buyers or well-capitalized private equity firms—may choose to fund acquisitions entirely with cash. This approach offers speed and simplicity, often making offers more attractive to sellers. However, using only internal capital can limit flexibility and reduce return on equity, especially when low-cost leverage is available.
In competitive processes, all-cash offers can still win, but buyers must weigh the opportunity cost of deploying capital that could be used elsewhere in their portfolio.
2. Senior Debt: The Backbone of Many Deals
Senior debt remains a cornerstone of acquisition financing. Banks and non-bank lenders typically offer term loans or revolving credit facilities secured by the target’s assets or cash flows. For software companies, which often lack tangible assets, lenders focus on recurring revenue, customer retention, and EBITDA margins.
Key considerations include:
Leverage ratios: Lenders may offer 2x–4x EBITDA, depending on the quality of earnings and customer contracts.
Covenants: Maintenance covenants tied to revenue growth or churn can be restrictive in volatile markets.
Interest rates: With SOFR and base rates rising, debt service costs are a growing concern.
As we noted in EBITDA Multiples Continue to Trend Lower, buyers are increasingly cautious about over-leveraging in a market where valuations are compressing and growth expectations are being recalibrated.
3. Mezzanine Financing: Bridging the Gap
When senior debt doesn’t cover the full purchase price, mezzanine financing can fill the gap. This subordinated debt typically carries higher interest rates (10%–15%) and may include equity kickers such as warrants or conversion rights.
Mezzanine is particularly useful in sponsor-backed deals where the buyer wants to preserve equity ownership while still accessing additional capital. It’s also more flexible than senior debt, often with fewer covenants and longer maturities.
4. Seller Financing: A Tool for Alignment and Risk Sharing
Seller notes—where the seller agrees to receive part of the purchase price over time—are common in lower middle-market software deals. These notes may be interest-bearing or structured as earn-outs tied to future performance.
Seller financing can:
Bridge valuation gaps between buyer and seller
Demonstrate seller confidence in the business
Reduce the buyer’s upfront capital requirement
However, sellers must assess the creditworthiness of the buyer and the enforceability of repayment terms. As discussed in How Do I Handle Earn-Outs in the Sale of My Software Business?, structuring these instruments requires careful legal and financial planning to avoid post-close disputes.
5. Equity Financing: Dilution for Growth
Equity financing—raising capital from investors in exchange for ownership—is often used by growth-stage buyers or roll-up platforms. This can come from:
Private equity sponsors funding platform or add-on acquisitions
Venture capital firms backing strategic tuck-ins
Family offices seeking long-term exposure to software assets
Equity is the most expensive form of capital, but it offers flexibility and reduces financial risk. In some cases, buyers may offer equity rollover to the seller, allowing them to retain a stake in the combined entity—a structure that aligns incentives and can increase deal appeal.
6. Revenue-Based Financing: A Niche but Growing Option
For smaller SaaS acquisitions, revenue-based financing (RBF) is gaining traction. In this model, the buyer repays the lender as a percentage of monthly revenue until a fixed return is achieved. RBF is non-dilutive and doesn’t require personal guarantees, making it attractive for founder-led acquisitions or micro-PE firms.
However, RBF is best suited for companies with stable, predictable recurring revenue and low churn. It’s less common in larger transactions but can be a useful tool in the sub-$5M deal range.
7. Earn-Outs and Contingent Consideration
Earn-outs are not financing in the traditional sense, but they function as deferred payments contingent on post-close performance. They are particularly useful when there’s uncertainty around future growth, such as in AI or early-stage SaaS companies.
Buyers should be cautious: poorly structured earn-outs can lead to misaligned incentives or legal disputes. As we’ve seen in numerous transactions at iMerge, clarity in metrics, timelines, and dispute resolution mechanisms is critical.
8. Strategic Partnerships and Joint Ventures
In some cases, buyers may partner with other firms—such as a strategic investor or channel partner—to co-acquire a software company. This can reduce capital requirements and bring operational synergies to the table.
These structures are complex and require strong alignment on governance, exit strategy, and integration plans. But when executed well, they can unlock acquisitions that would otherwise be out of reach.
Choosing the Right Capital Stack
There is no one-size-fits-all approach to financing a software acquisition. The optimal capital stack depends on:
Firms like iMerge help buyers and sellers navigate these complexities, advising on capital structure, valuation, and deal execution. Whether it’s negotiating seller notes, sourcing mezzanine capital, or structuring earn-outs, experienced M&A advisors can significantly improve deal outcomes.
For sellers, understanding how buyers finance acquisitions can also inform how to position the business. For example, companies with clean financials, strong ARR, and low churn are more likely to attract favorable debt terms—ultimately increasing buyer competition and valuation.
Conclusion
Financing a software acquisition is as much an art as it is a science. The right mix of debt, equity, and contingent consideration can make the difference between a deal that closes and one that stalls. In a market where capital efficiency and risk management are paramount, buyers must be strategic in how they structure their offers—and sellers should be equally informed about what’s behind the numbers.
Founders navigating valuation or deal structuring decisions can benefit from iMerge’s experience in software and tech exits — reach out for guidance tailored to your situation.
How to Prepare for Post-Sale Integration After Selling Your Software Company
For many software founders, the sale of their company is the culmination of years—sometimes decades—of innovation, risk-taking, and relentless execution. But while the closing bell may signal the end of one chapter, it also marks the beginning of another: post-sale integration. And how well that transition is managed can significantly impact the long-term success of the deal—for both buyer and seller.
Whether you’re selling to a strategic acquirer, a private equity platform, or merging with a complementary business, integration planning should begin well before the ink dries. In fact, the most successful exits are those where integration is treated not as an afterthought, but as a core component of the transaction strategy.
Why Integration Planning Matters
Post-sale integration is where value is either realized or eroded. According to PwC research, more than half of M&A deals fail to meet their financial targets, often due to poor integration execution. For software companies, the stakes are even higher. Product roadmaps, customer retention, recurring revenue, and team continuity are all tightly interwoven—and easily disrupted.
At iMerge, we’ve seen firsthand how early integration planning can preserve deal value, reduce post-close friction, and accelerate synergies. Here’s how to prepare effectively.
1. Understand the Buyer’s Integration Thesis
Every buyer has a rationale for the deal. Some want to fold your product into a broader suite. Others may be acquiring your team, customer base, or technology stack. Understanding this thesis is critical to aligning expectations and preparing your company accordingly.
Strategic buyers may prioritize product integration, cross-selling, or geographic expansion.
Private equity firms often focus on operational efficiency, bolt-on acquisitions, or platform scaling.
During diligence, ask direct questions about the buyer’s integration plan. Will your brand remain intact? Will your team be retained? What systems will be consolidated? The answers will shape your internal messaging and transition roadmap.
2. Identify Key Integration Risks Early
Integration risk is not one-size-fits-all. For software companies, common pitfalls include:
Product overlap that confuses customers or cannibalizes revenue
Incompatible tech stacks that delay roadmap execution
Culture clashes that lead to key employee attrition
Customer churn due to poor communication or support handoffs
To mitigate these risks, conduct a pre-sale integration audit. This includes mapping your systems, contracts, and dependencies, and identifying areas where alignment—or friction—is likely. As we noted in Due Diligence Checklist for Software (SaaS) Companies, buyers will scrutinize these areas closely. Proactively addressing them builds trust and speeds up integration planning.
3. Retain and Align Key Talent
In software M&A, talent is often as valuable as the codebase. Yet post-sale attrition is a persistent challenge. Founders should work with buyers to identify critical team members and structure retention plans—ideally before closing.
Consider:
Equity rollover or earn-out incentives tied to integration milestones
Clear role definitions post-close to avoid ambiguity
Transparent communication about the company’s future and employee impact
Customer confidence can waver during ownership transitions. If not managed carefully, this can lead to churn, delayed renewals, or lost upsell opportunities. To avoid this, develop a customer communication plan in coordination with the buyer.
From CRM and billing to DevOps and HRIS, software companies often run on a patchwork of tools. Post-sale, these systems must be reconciled—or replaced—to enable unified operations. Start by documenting your current tech stack, data flows, and process dependencies.
Then, work with the buyer’s integration team to:
Map out system overlaps and migration timelines
Identify mission-critical tools that must remain operational during transition
Establish data governance protocols, especially for customer and financial data
Buyers will often bring in integration consultants or internal PMOs to manage this process. Your role is to ensure your team is prepared, responsive, and aligned with the integration roadmap.
6. Define Success Metrics and Governance
Integration without accountability is a recipe for drift. Before closing, define what success looks like—both qualitatively and quantitatively. This might include:
Customer retention rates
Revenue synergies or cost savings
Employee satisfaction or retention
Product roadmap milestones
Establish a joint integration steering committee with representation from both sides. Regular check-ins, milestone tracking, and issue escalation protocols will help keep the process on track.
7. Don’t Neglect the Emotional Transition
Finally, recognize that integration is not just operational—it’s emotional. For founders, letting go of control can be disorienting. For employees, uncertainty can breed anxiety. A thoughtful transition plan includes empathy, transparency, and leadership presence.
Post-sale integration is where the real work begins. By planning early, aligning stakeholders, and anticipating friction points, you can help ensure that the value you’ve built is not only preserved—but amplified. At iMerge, we guide software founders through every phase of the M&A lifecycle, including integration strategy and execution support.
Founders navigating valuation or deal structuring decisions can benefit from iMerge’s experience in software and tech exits — reach out for guidance tailored to your situation.
