Sell software business
Summary of:
How to Sell a Software Business: Strategic Insights for Founders and CEOs
For many software founders, selling the business is the most consequential financial decision of their careers. Whether you’re running a bootstrapped SaaS company or a venture-backed platform, the path to a successful exit is rarely linear. Timing, positioning, and preparation all play critical roles — and missteps can cost millions.
This article outlines the key considerations for selling a software business, from valuation drivers to buyer types, and how to navigate the M&A process with confidence. It’s written for founders, CEOs, and investors who want to maximize value and minimize surprises.
1. Understand What Drives Valuation in Software M&A
Software companies are typically valued using revenue or EBITDA multiples, depending on their growth profile and profitability. For recurring revenue businesses like SaaS, SaaS valuation multiples are often based on ARR (Annual Recurring Revenue), with high-growth companies commanding 5x–10x ARR or more. For mature, profitable software firms, EBITDA multiples in the 6x–12x range are common, though this varies by sector and buyer appetite.
Key valuation drivers include:
- Revenue quality: Recurring vs. one-time, customer concentration, churn rates
- Growth rate: Sustained double-digit growth is highly attractive
- Profitability: EBITDA margins above 20% are a strong signal of operational efficiency
- Market position: Niche dominance or defensible IP can boost strategic value
- Retention metrics: Net revenue retention (NRR) above 100% is a green flag
As we noted in What Are the Key Financial Metrics Buyers Look For in a Software Company, buyers increasingly scrutinize cohort data, CAC payback periods, and Rule of 40 compliance to assess scalability and capital efficiency.
2. Know Your Buyer Types — and What They Want
Not all buyers are created equal. Understanding the motivations of different acquirers can help you tailor your positioning and negotiation strategy.
- Strategic buyers (e.g., Adobe, Salesforce) seek product synergies, market expansion, or talent. They may pay a premium for strategic fit but often require longer diligence and integration planning.
- Private equity firms look for stable, cash-generating businesses they can grow through operational improvements or roll-ups. They often prefer majority control and may ask founders to stay on post-close.
- Growth equity investors may offer partial liquidity while funding future expansion. This is ideal for founders not ready for a full exit.
Each buyer type has different expectations around deal structure, earn-outs, and founder involvement. A firm like iMerge can help you assess buyer fit and navigate trade-offs between valuation and terms.
3. Prepare Early — and Thoroughly
One of the most common mistakes founders make is waiting too long to prepare for a sale. Ideally, exit planning should begin 12–24 months before going to market. This allows time to clean up financials, address legal risks, and optimize KPIs that drive valuation.
Key preparation steps include:
- Assembling GAAP-compliant financials or audited statements
- Reviewing customer contracts for assignment clauses
- Securing IP ownership and resolving any contractor IP gaps
- Preparing a due diligence checklist and data room
- Creating a compelling Confidential Information Memorandum (CIM)
As we discussed in Completing Due Diligence Before the LOI, proactive diligence preparation can accelerate deal timelines and reduce the risk of retrading or deal fatigue.
4. Structure the Deal to Align Incentives
Deal structure can be just as important as headline valuation. Common components include:
- Cash at close: The portion paid upfront, often 70–90% of total value
- Earn-outs: Contingent payments based on future performance
- Equity rollover: Retaining a stake in the business post-acquisition
- Escrow holdbacks: Funds set aside to cover indemnities or post-close adjustments
Earn-outs can bridge valuation gaps but introduce risk. As we explain in How Do I Handle Earn-Outs in the Sale of My Software Business, it’s critical to define clear metrics, timelines, and dispute resolution mechanisms.
5. Choose the Right M&A Advisor
Founders often underestimate the complexity of selling a software business. A seasoned M&A advisor can add significant value by:
- Positioning your company to maximize strategic value
- Running a competitive process to attract multiple offers
- Negotiating deal terms and protecting your interests
- Managing diligence and keeping the process on track
Firms like iMerge specialize in software and technology transactions, offering tailored guidance on valuation, buyer targeting, and deal execution. In a market where EBITDA multiples continue to trend lower for some segments, having the right advisor can be the difference between a good exit and a great one.
6. Timing Is Strategic — Not Just Tactical
Market conditions, buyer appetite, and your company’s growth trajectory all influence timing. Selling too early may leave value on the table; waiting too long could expose you to market downturns or competitive threats.
Ask yourself:
- Is our growth rate accelerating or decelerating?
- Are we approaching a capital-intensive inflection point?
- Are strategic buyers actively acquiring in our space?
As we explore in How Do I Determine the Right Time to Sell My Software Company, the best time to sell is often when you don’t have to — when growth is strong, metrics are clean, and multiple paths forward exist.
Conclusion
Selling a software business is a high-stakes, high-reward endeavor. It requires more than just a great product — it demands strategic preparation, thoughtful positioning, and expert execution. Whether you’re exploring a full exit or partial liquidity, the right approach can unlock transformative value for you and your stakeholders.
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 sell a software company
Summary of:
How to Sell a Software Company: A Strategic Guide for Founders and CEOs
For many software founders, selling their company is the most consequential financial and strategic decision they’ll ever make. Whether you’ve built a SaaS platform with recurring revenue or a niche enterprise solution with deep customer relationships, the path to a successful exit is rarely linear. It requires more than just a great product — it demands preparation, positioning, and precision.
This guide outlines the key steps, strategic considerations, and common pitfalls in selling a software company, drawing on insights from real-world transactions and the experience of M&A advisors like iMerge, who specialize in software and technology deals.
1. Know When You’re Ready — and Why You’re Selling
Timing is everything in M&A. But readiness isn’t just about market conditions — it’s about internal alignment. Ask yourself:
- Is the business growing, stable, or plateauing?
- Are you personally ready to exit or transition leadership?
- Do you have a clear rationale — strategic, financial, or personal — for selling?
Buyers can sense when a founder is unsure. Clarity of purpose not only strengthens your negotiating position but also helps you identify the right type of buyer — whether that’s a strategic acquirer, private equity firm, or growth investor.
For more on timing, see How do I determine the right time to sell my software company?
2. Understand What Buyers Value
Software companies are typically valued on a multiple of revenue or EBITDA, depending on the business model. But valuation is only part of the equation. Buyers are looking for:
- Recurring revenue (ARR/MRR) with low churn
- Scalable infrastructure and clean codebase
- Customer concentration risk mitigation
- Strong unit economics and gross margins
- Defensible IP and clear ownership of code
In SaaS, metrics like net revenue retention, CAC payback, and the Rule of 40 are increasingly scrutinized. If you’re unsure how your metrics stack up, consider benchmarking them against industry standards. Our article on SaaS Key Performance Metrics and Valuation Multiples offers a detailed breakdown.
3. Prepare for Due Diligence — Before You Go to Market
One of the most common deal-killers in software M&A is a messy diligence process. Founders often underestimate how much scrutiny buyers will apply to financials, contracts, IP, and compliance. To avoid surprises:
- Ensure financials are GAAP-compliant and ideally reviewed or audited
- Clean up your cap table and resolve any outstanding equity issues
- Verify that all IP is properly assigned — especially from contractors
- Organize customer contracts, renewals, and consent clauses
- Document data privacy policies (e.g., GDPR, SOC 2, CCPA)
As we noted in Completing Due Diligence Before the LOI, preemptive diligence can significantly reduce deal friction and increase buyer confidence.
4. Decide on Deal Structure: Asset vs. Stock Sale
Software companies can be sold as either asset sales or stock sales. Each has implications for taxes, liability, and complexity:
- Asset Sale: Buyer acquires specific assets and liabilities. Often preferred by buyers for tax and risk reasons.
- Stock Sale: Buyer acquires the entire legal entity. Simpler for sellers, but may require more buyer diligence.
Tax treatment can vary significantly between the two. For a deeper dive, see Asset versus Stock Sale.
5. Build a Compelling Narrative and Go to Market
Buyers don’t just buy numbers — they buy stories. A well-crafted Confidential Information Memorandum (CIM) should articulate:
- Your company’s mission and market position
- Growth trajectory and future opportunities
- Competitive advantages and barriers to entry
- Key team members and their roles
Firms like iMerge help founders position their company to the right buyer pool, whether that’s strategic acquirers, financial sponsors, or international buyers. The right positioning can increase competitive tension — and ultimately, valuation.
6. Negotiate the LOI Thoughtfully
The Letter of Intent (LOI) sets the tone for the rest of the deal. While non-binding in most respects, it often includes binding clauses around exclusivity and confidentiality. Key terms to negotiate include:
- Purchase price and structure (cash, stock, earn-out)
- Working capital adjustments
- Escrow amounts and indemnification caps
- Founder retention or non-compete terms
Don’t rush this stage. A well-negotiated LOI can prevent costly renegotiations later. For more, see What clauses should I watch out for in a Letter of Intent?
7. Close the Deal — and Plan for Life After
Once diligence is complete and definitive agreements are signed, the deal moves to closing. But even here, surprises can arise — from last-minute purchase price adjustments to escrow holdbacks. Be prepared for:
- Finalizing legal documents and schedules
- Coordinating with tax and legal advisors
- Communicating with employees and customers
- Transition planning if you’re staying on post-sale
And don’t forget the personal side. Selling a company can be emotionally complex. Founders often underestimate the psychological shift that comes with letting go. Having a trusted advisor can help you navigate both the financial and human dimensions of the exit.
Conclusion
Selling a software company is not just a transaction — it’s a transformation. The best outcomes are achieved when founders prepare early, understand what buyers value, and work with experienced advisors who can guide them through the nuances of valuation, deal structuring, and negotiation.
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.
M&A advisory for SaaS businesses under $50 million
Summary of:
M&A Advisory for SaaS Businesses Under $50 Million: Strategic Considerations for Founders
For founders of SaaS companies generating under $50 million in revenue or enterprise value, the M&A landscape presents both opportunity and complexity. While the market for software acquisitions remains active, smaller SaaS businesses often face unique challenges in positioning, valuation, and deal execution that differ markedly from their larger counterparts.
This article explores the key considerations for SaaS founders contemplating a sale or capital raise, with a focus on how specialized M&A advisory can unlock value, mitigate risk, and drive successful outcomes.
Why SaaS Businesses Under $50M Require a Tailored M&A Approach
Unlike public SaaS companies or unicorn-scale startups, sub-$50M SaaS businesses often operate in a middle zone — too large for micro-acquirers, yet too small to attract the attention of bulge-bracket investment banks. This segment includes founder-led companies with $3M–$20M in ARR, niche vertical SaaS platforms, and bootstrapped businesses with strong unit economics but limited visibility.
These businesses typically face:
- Valuation complexity due to hybrid revenue models (e.g., recurring + services)
- Buyer skepticism around scalability, churn, or customer concentration
- Limited internal resources to manage a full M&A process while running the business
As a result, founders in this range benefit from working with M&A advisors who understand the nuances of SaaS metrics, can position the business effectively to strategic and financial buyers, and can navigate the intricacies of deal structuring — from earn-outs to equity rollovers.
Valuation Drivers for Sub-$50M SaaS Companies
Valuation in SaaS M&A is rarely a simple multiple of ARR. Buyers — whether private equity, strategics, or growth investors — evaluate a range of financial and operational metrics. For companies under $50M, the following factors are especially influential:
- ARR Quality: Is revenue truly recurring? Are contracts annual or monthly? How sticky is the customer base?
- Growth Rate: A 30% YoY growth rate may command a premium if paired with strong retention and low CAC.
- Net Revenue Retention (NRR): NRR above 110% signals expansion revenue and product-market fit.
- Gross Margin: SaaS businesses with 75%+ gross margins are more attractive to acquirers.
- Rule of 40: The sum of growth rate and EBITDA margin — a key benchmark for SaaS health.
As discussed in SaaS Valuation Multiples: A Guide for Investors and Entrepreneurs, valuation multiples can vary widely based on these metrics. A company with $10M ARR growing at 40% with 90% gross margins may command a 6–8x multiple, while a slower-growing peer may see 3–5x.
Strategic vs. Financial Buyers: Who’s the Right Fit?
For SaaS companies under $50M, the buyer universe typically includes:
- Private Equity (PE): Especially growth equity or lower-middle-market funds seeking platform or add-on acquisitions
- Strategic Acquirers: Larger SaaS or tech companies looking to expand into adjacent markets or acquire capabilities
- Search Funds / Independent Sponsors: Often targeting founder-led businesses with succession opportunities
Each buyer type brings different priorities. PE firms may focus on EBITDA and scalability, while strategics may value product synergies or customer overlap. Understanding these motivations is critical to positioning the business effectively — a core function of experienced M&A advisors like iMerge.
In fact, as outlined in What Criteria Do Investment Companies Look for in Acquiring a Software Business?, aligning your company’s strengths with buyer priorities can significantly impact valuation and deal terms.
Preparing for a Successful Exit: Key Steps
Founders often underestimate the preparation required to run a competitive M&A process. Here are five foundational steps:
- Financial Readiness: Ensure GAAP-compliant financials, clean revenue recognition, and clear ARR/MRR reporting. A Quality of Earnings (QoE) report may be advisable.
- Data Room Organization: Prepare a secure, well-structured data room with legal, financial, and operational documents. See How Should We Organize Our Data Room for Due Diligence?
- Customer Contracts: Review assignment clauses, renewal terms, and any change-of-control provisions that could impact a sale.
- IP Ownership: Confirm that all code, trademarks, and patents are properly assigned to the company — especially if early contractors were involved.
- Founder Objectives: Clarify your personal goals — full exit, partial liquidity, or continued leadership — to guide deal structuring.
The Role of a Specialized M&A Advisor
For SaaS companies in the sub-$50M range, the right M&A advisor can make a material difference in outcome. Firms like iMerge specialize in software and technology transactions, offering:
- Valuation Expertise: Deep understanding of SaaS metrics, market comps, and buyer expectations
- Buyer Access: Relationships with PE firms, strategics, and family offices actively acquiring in the space
- Process Management: From CIM creation to LOI negotiation and due diligence coordination
- Deal Structuring: Guidance on earn-outs, escrows, working capital adjustments, and tax-efficient exits
As we noted in 8 Ways Top M&A Advisors Increase Value During the Transaction, a skilled advisor doesn’t just find a buyer — they create competitive tension, manage risk, and help founders navigate the emotional and financial complexities of a sale.
Conclusion
For SaaS founders operating below the $50M threshold, a successful exit is not just about finding a buyer — it’s about finding the right buyer, at the right time, with the right terms. That requires preparation, positioning, and a partner who understands the nuances of software M&A.
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.
Sell my tech startup for $3m-$50m
Summary of:
How to Sell Your Tech Startup for $3M–$50M: A Strategic Guide for Founders
For many founders, the $3 million to $50 million exit range represents a sweet spot — large enough to reward years of effort, yet small enough to remain under the radar of mega-cap acquirers. But navigating this middle-market M&A terrain is anything but simple. The buyers are sophisticated, the diligence is rigorous, and the margin for error is narrow.
Whether you’re fielding inbound interest or proactively exploring a sale, this guide outlines the key considerations, valuation dynamics, and strategic steps to position your tech startup for a successful exit in the $3M–$50M range.
Understanding the Buyer Landscape
In this valuation band, the most common acquirers fall into three categories:
- Strategic buyers — Larger tech companies seeking product expansion, talent acquisition, or market entry.
- Private equity firms — Especially those executing roll-up strategies in vertical SaaS, infrastructure software, or B2B marketplaces.
- Growth-stage startups — Often Series C or later, looking to accelerate roadmap or consolidate market share.
Each buyer type brings different motivations and deal structures. For example, a strategic acquirer may prioritize product integration and offer a higher upfront price, while a PE firm may emphasize recurring revenue and prefer earn-outs or equity rollovers.
Understanding these dynamics is essential to tailoring your positioning and negotiating leverage. As we’ve discussed in selling to a private equity firm vs. a strategic buyer, the right fit depends on your company’s growth profile, team goals, and post-exit aspirations.
Valuation Drivers in the $3M–$50M Range
Valuation in this range is typically driven by a blend of financial metrics, strategic value, and market comparables. Key factors include:
- ARR or MRR — For SaaS companies, recurring revenue is the foundation. Multiples vary by growth rate, churn, and net revenue retention.
- EBITDA or cash flow — Especially relevant for profitable or breakeven businesses. Multiples can range from 4x to 10x depending on sector and scale.
- Growth rate — A 40%+ YoY growth rate can command premium multiples, particularly if paired with efficient customer acquisition.
- Customer concentration — Heavy reliance on a few clients can depress valuation or trigger deal structure adjustments.
- Strategic fit — If your product fills a critical gap for the buyer, valuation may exceed financial norms.
For a deeper dive into how these metrics influence valuation, see our guide on SaaS Valuation Multiples.
Preparing for the Sale Process
In the $3M–$50M range, buyers expect a level of operational maturity. That means your company should be “exit-ready” before going to market. Key preparation steps include:
- Financial cleanup — Ensure GAAP-compliant financials, ideally reviewed or audited. Deferred revenue, ARR/MRR, and CAC/LTV should be clearly documented.
- Legal readiness — IP assignments, customer contracts, and employee agreements must be in order. Gaps here can delay or derail deals.
- Data room organization — A well-structured data room accelerates diligence and builds buyer confidence. See our checklist on Top 10 Items to Prepare When Selling Your Website for a starting point.
- Team alignment — Founders, key employees, and investors should be aligned on timing, valuation expectations, and post-sale roles.
Firms like iMerge often conduct pre-market due diligence to identify and resolve red flags before buyers do. This proactive approach can materially improve deal certainty and valuation outcomes.
Structuring the Deal
In this valuation range, deal structure matters as much as headline price. Common elements include:
- Cash at close — The most desirable component, but often balanced with other elements to manage buyer risk.
- Earn-outs — Contingent payments based on post-close performance. These can bridge valuation gaps but require careful negotiation.
- Equity rollover — Especially in PE deals, founders may retain a stake in the combined entity, aligning incentives for future growth.
- Escrow and holdbacks — A portion of proceeds may be held to cover indemnities or reps and warranties.
As we’ve outlined in How to Handle Earn-Outs in the Sale of My Software Business, the key is to ensure clarity in metrics, timelines, and dispute resolution mechanisms.
Timing the Market
While internal readiness is paramount, external market conditions also influence outcomes. In recent years, software M&A has seen compression in EBITDA multiples, as noted in EBITDA Multiples Continue to Trend Lower. However, niche vertical SaaS and AI-enabled platforms continue to attract strong interest.
Founders should monitor:
- Public SaaS multiples as a proxy for private valuations
- Interest rate trends and their impact on PE deal activity
- Sector-specific M&A activity and buyer appetite
Ultimately, the best time to sell is when your company is growing, your metrics are clean, and a buyer sees more upside than risk.
Why Founders Choose iMerge
At iMerge, we specialize in software and technology transactions in the $3M–$50M range. Our team brings deep experience in valuation, buyer targeting, and deal execution — helping founders navigate the nuances of middle-market exits with confidence.
We’ve advised on transactions involving SaaS, infrastructure software, marketplaces, and AI platforms — often helping founders achieve outcomes well above initial expectations through strategic positioning and disciplined process management.
Whether you’re exploring a full sale, recapitalization, or strategic partnership, our role is to maximize value while minimizing disruption to your business.
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 do I find off-market deals for buying software companies?
Summary of:
How to Find Off-Market Deals for Buying Software Companies
In the world of software M&A, the most compelling opportunities are often the ones you never see on a marketplace. Off-market deals — transactions that occur without public listings or broad auction processes — offer buyers a chance to acquire high-quality assets with less competition, more favorable terms, and deeper strategic alignment. But sourcing these deals requires more than capital. It demands access, insight, and a disciplined approach to relationship-building.
This article outlines how private equity firms, strategic acquirers, and buy-side advisors systematically uncover off-market software company deals — and how firms like iMerge help buyers navigate this opaque but rewarding terrain.
Why Off-Market Deals Matter in Software M&A
In a competitive M&A environment, proprietary deal flow is a strategic advantage. Off-market deals often:
- Involve less bidding pressure, leading to more rational valuations
- Allow for deeper pre-LOI diligence and relationship-building
- Provide access to founders who may not be actively seeking an exit
- Enable creative structuring, such as earn-outs or equity rollovers
For buyers focused on long-term value creation — especially in vertical SaaS, infrastructure software, or AI-enabled platforms — these deals can be transformative. But they don’t appear in your inbox unsolicited. They must be cultivated.
1. Build a Targeted Acquisition Thesis
Before you can find the right off-market deal, you need to define what “right” means. This starts with a clear acquisition thesis. Consider:
- Sector focus: Are you targeting B2B SaaS, DevOps tools, or healthcare IT?
- Stage and size: Do you prefer $2M ARR businesses or $20M+ platforms?
- Geography: Are you open to cross-border deals or focused on North America?
- Strategic fit: Are you looking for tuck-ins, platform plays, or capability extensions?
Firms that articulate a clear investment thesis — and communicate it consistently — are more likely to attract inbound interest from founders, advisors, and intermediaries.
2. Leverage Buy-Side M&A Advisors
One of the most effective ways to access off-market software deals is through a specialized buy-side M&A advisor. These firms maintain deep networks of founder relationships and often know which companies are quietly exploring options long before a formal process begins.
At iMerge, for example, we help acquirers identify, approach, and engage software companies that align with their strategic goals — often before those companies have even considered a sale. Our team handles outreach, qualification, and early-stage diligence, allowing buyers to focus on high-probability targets.
Buy-side advisors also help navigate sensitive conversations, especially when founders are emotionally invested or unsure about timing. This is particularly valuable in founder-led SaaS businesses, where trust and discretion are paramount.
3. Build Direct Relationships with Founders
While intermediaries play a key role, many off-market deals originate from direct relationships. Consider the following strategies:
- Industry events: Attend niche SaaS or vertical software conferences where founders gather.
- Content and thought leadership: Publish insights that resonate with your target audience — founders often reach out to those who understand their space.
- Warm introductions: Use your network to connect with founders through investors, advisors, or customers.
- Direct outreach: Personalized, well-researched emails can open doors — especially when paired with a compelling value proposition.
Founders are more likely to engage when they feel the buyer understands their product, market, and vision. A generic acquisition inquiry rarely gets traction. A thoughtful, founder-first approach often does.
4. Monitor Signals of Exit Readiness
Not every software company is ready to sell — but many are quietly preparing. Look for signals such as:
- Leadership transitions or founder fatigue
- Slowing growth after a strong run
- Recent changes in capital structure or investor pressure
- Increased focus on profitability or recurring revenue metrics
As we noted in Exit Business Planning Strategy, many founders begin preparing for a sale 12–24 months in advance. Buyers who can identify these inflection points early — and offer a path forward — are well-positioned to initiate off-market conversations.
5. Use Data and Technology to Identify Targets
Modern deal sourcing increasingly relies on data. Tools like PitchBook, Crunchbase, and Apollo.io can help identify software companies that meet your criteria. Look for:
- Companies with strong growth but no recent fundraising
- Bootstrapped SaaS businesses with high margins
- Firms with aging domains or declining hiring trends
While these tools won’t replace human relationships, they can help prioritize outreach and uncover hidden gems. Pairing data with qualitative insights — such as founder interviews or customer reviews — creates a more complete picture of a target’s readiness and fit.
6. Offer More Than Just Capital
In off-market deals, the buyer’s value proposition matters. Founders often care as much about legacy, team continuity, and product vision as they do about price. Buyers who can offer:
- Operational support or go-to-market expertise
- Access to new distribution channels
- Flexible deal structures (e.g., earn-outs, equity rollovers)
- Respect for the founder’s culture and roadmap
…are more likely to win the deal — even at a lower headline valuation. As we’ve seen in earn-out negotiations, alignment on post-close roles and incentives can be a decisive factor in founder-led transactions.
7. Be Patient, But Prepared
Off-market deals take time. Unlike auction processes, where timelines are compressed and decisions are forced, proprietary deals often unfold over months — or even years. Buyers must be patient, but also prepared to move quickly when the moment is right.
This means having your diligence team, financing partners, and legal advisors ready. It also means understanding how to structure a deal that works for both sides — whether that’s an asset purchase, stock sale, or hybrid structure. For more on this, see our guide on Asset versus Stock Sale.
Conclusion
Finding off-market software deals is part art, part science. It requires a clear thesis, consistent outreach, and a deep understanding of founder psychology. But for those willing to invest the time and resources, the rewards can be substantial — differentiated assets, better economics, and stronger post-close alignment.
Firms like iMerge specialize in helping acquirers navigate this process — from sourcing and valuation to negotiation and close. Whether you’re a private equity firm building a platform or a strategic buyer seeking growth through acquisition, off-market deals should be a core part of your M&A strategy.
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.
