What Privacy, Security, and Compliance Documentation Will Acquirers Expect?
For software startups handling significant volumes of user data, privacy and security compliance is no longer a back-office concern — it’s a core value driver in M&A. Whether you’re preparing for a strategic exit or simply fielding inbound interest, acquirers will scrutinize your data governance posture with the same rigor they apply to financials or IP ownership.
In this article, we’ll outline the key privacy, security, and compliance documentation that buyers — especially private equity firms and strategic acquirers — expect to see during due diligence. We’ll also explore how early preparation in these areas can materially impact valuation and deal certainty.
Why Data Compliance Is a Deal-Maker (or Breaker)
In today’s regulatory environment, data is both an asset and a liability. A well-documented compliance program can enhance buyer confidence, reduce indemnity holdbacks, and even justify a premium valuation. Conversely, gaps in data protection — or worse, a breach history — can derail a deal or lead to significant post-closing exposure.
Firms like iMerge often advise software founders to treat data compliance as a precondition to exit readiness, not a post-LOI scramble. As we’ve seen in numerous transactions, the presence (or absence) of key documentation can influence everything from buyer interest to final purchase price.
Core Documentation Buyers Expect
Below is a breakdown of the most commonly requested privacy, security, and compliance documentation during M&A due diligence for data-centric startups:
1. Data Privacy Policies and Regulatory Compliance
GDPR Compliance Documentation – If you have users in the EU, buyers will expect to see your Article 30 records of processing activities, data subject access request (DSAR) procedures, and lawful basis assessments.
CCPA/CPRA Compliance – For California users, documentation around consumer rights, opt-out mechanisms, and data sale disclosures is essential.
Privacy Policy (Public-Facing) – A clear, up-to-date privacy policy that aligns with your actual data practices is a must. Buyers will compare this to your internal procedures.
Data Processing Agreements (DPAs) – Contracts with vendors and subprocessors that handle personal data, especially if hosted on third-party infrastructure (e.g., AWS, Google Cloud).
2. Security Frameworks and Certifications
SOC 2 Type II Report – This is increasingly viewed as the gold standard for SaaS companies. It demonstrates that your controls are not only designed effectively but have operated effectively over time.
Pentest Reports and Remediation Logs – Buyers will want to see recent penetration testing results and evidence that vulnerabilities were addressed.
Security Policies and Incident Response Plans – Internal documentation covering access controls, encryption standards, employee training, and breach response protocols.
Third-Party Risk Management – A list of vendors with access to sensitive data, along with your vetting and monitoring procedures.
3. Data Governance and Operational Controls
Data Retention and Deletion Policies – How long do you store user data, and how is it deleted upon request or inactivity?
Access Logs and Audit Trails – Evidence that access to sensitive data is monitored and restricted on a need-to-know basis.
Employee Onboarding/Offboarding Procedures – Especially for roles with access to production environments or customer data.
4. Risk Assessments and Breach History
Risk Assessments – Internal or third-party assessments of your data security posture, including any mitigation plans.
Incident Logs – A record of past security incidents, how they were handled, and what changes were made afterward.
Cyber Insurance Policies – Coverage details, limits, and exclusions related to data breaches or regulatory fines.
How This Impacts Valuation and Deal Structure
From a buyer’s perspective, strong compliance documentation reduces perceived risk — and risk is a key input in valuation models. For example, a SaaS company with a clean SOC 2 report and GDPR compliance may command a higher multiple than a peer with similar revenue but weaker controls.
Moreover, buyers may adjust deal terms based on compliance maturity. A lack of documentation could lead to:
Increased escrow or indemnity holdbacks
Delayed closing timelines due to extended diligence
Lower valuation due to perceived regulatory exposure
Case Example: A SaaS Exit Delayed by Compliance Gaps
Consider a mid-market SaaS company with $8M ARR and a strong customer base in Europe and North America. The company received a compelling acquisition offer from a strategic buyer. However, during diligence, the buyer discovered that the company lacked a formal data processing inventory and had no documented DSAR process — a red flag under GDPR.
As a result, the buyer paused the deal, requested a third-party compliance audit, and ultimately reduced the offer by 10% to account for remediation costs and regulatory risk. The deal still closed, but the founders left money on the table — a preventable outcome had they invested in compliance readiness earlier.
Preparing for Exit: A Strategic Approach
For founders considering a sale in the next 12–24 months, now is the time to invest in compliance infrastructure. Here’s a practical roadmap:
Conduct a Data Compliance Audit – Identify gaps in your privacy, security, and governance practices.
Prioritize Certifications – If you’re targeting enterprise buyers, a SOC 2 Type II report can be a differentiator.
Document Everything – Buyers don’t just want to hear that you’re compliant — they want to see it in writing.
Engage Advisors Early – M&A advisors like iMerge can help you position your compliance posture as a value driver, not just a checkbox.
In today’s M&A landscape, privacy and security compliance is no longer optional — it’s foundational. Buyers expect clear, auditable documentation that demonstrates your commitment to protecting user data and managing risk. The earlier you build this into your operating model, the more leverage you’ll have when it’s time to negotiate.
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.
Unassigned IP from Early Contractors: A Hidden Risk in M&A Due Diligence
In the early days of a startup, speed often trumps structure. Founders focus on building product, acquiring users, and iterating fast. Legal formalities—like intellectual property (IP) assignment agreements—can fall by the wayside. But when it comes time to sell your software company or raise institutional capital, those early oversights can become material liabilities.
One of the most common red flags that surfaces during M&A due diligence is the lack of signed IP assignment agreements from early contractors or freelancers. If your company is in this position, you’re not alone—but it’s critical to understand the implications and take corrective action before entering serious deal discussions.
Why IP Assignment Matters in M&A
Buyers—especially strategic acquirers and private equity firms—are buying more than just revenue. They’re acquiring the underlying technology, codebase, and proprietary assets that drive your business. If you can’t prove that your company owns the IP outright, it introduces legal uncertainty and potential future claims.
Here’s how this issue typically plays out during diligence:
Buyers request a full IP chain of title. This includes employment and contractor agreements with IP assignment clauses for anyone who contributed to the codebase or product.
Missing agreements trigger legal review. If early contributors never assigned their rights, the buyer’s legal team may flag this as a material risk.
Deal terms may be adjusted. Buyers may demand indemnities, escrow holdbacks, or even reduce the purchase price to account for the risk.
In some cases, the deal can stall or fall apart entirely if the IP ownership can’t be cleaned up. As we’ve seen in multiple transactions at iMerge, even a single missing agreement from a key early developer can create disproportionate friction late in the process.
How Big of a Problem Is It, Really?
The severity depends on several factors:
Materiality of the contractor’s contribution. If the individual wrote core code or designed foundational architecture, the risk is higher.
Time elapsed since the work was done. If the contractor hasn’t been involved in years and the code has since been rewritten, the risk may be lower—but still not zero.
Jurisdiction and legal precedent. In some states (like California), work-for-hire presumptions are weaker, and explicit assignment is required.
Buyers will also consider whether the contractor was paid, whether there’s any written agreement at all (even if it lacks IP language), and whether the individual is likely to assert a claim. But make no mistake: this is a diligence item that can materially impact deal certainty and valuation.
What You Can Do Now to Fix It
Fortunately, this is a solvable problem—if addressed proactively. Here’s a step-by-step approach:
1. Identify All Early Contributors
Start by compiling a list of all non-employee contributors—freelancers, contractors, agencies—who worked on your product, codebase, or IP. Focus especially on the first 12–24 months of the company’s life.
2. Audit Existing Agreements
Review whether any of these individuals signed contracts, and if so, whether those contracts include IP assignment clauses. If you used a freelance platform (like Upwork), check their standard terms—some include default IP transfer provisions, but not all.
3. Reach Out for Retroactive Assignments
For any gaps, reach out to the individuals and request that they sign a retroactive IP assignment agreement. These are standard legal documents that confirm the contractor assigns any rights they may have had to the company. In many cases, former contractors are cooperative—especially if they were paid and have no ongoing interest in the IP.
Be prepared to offer a nominal payment or consideration if needed. This can help ensure enforceability and goodwill.
4. Document Everything
Keep a clean record of all signed agreements, communications, and payment history. This will be invaluable during diligence. If you’re unable to locate a contractor or they refuse to sign, document your efforts and consult legal counsel on next steps.
5. Work with Counsel to Mitigate Residual Risk
If you can’t obtain full assignments from all parties, your legal team can help draft representations, warranties, and indemnities that address the issue. In some cases, buyers may accept a risk-adjusted solution if the exposure is well understood and limited in scope.
Proactive IP Hygiene Increases Valuation
At iMerge, we’ve seen firsthand how early legal cleanup can increase deal confidence and reduce friction. In one recent transaction, a SaaS company had three early developers who never signed IP agreements. By proactively securing retroactive assignments before going to market, the company avoided a potential 10% escrow holdback and closed the deal on schedule.
As we’ve outlined in our Top 10 Items to Prepare When Selling Your Website, clean IP ownership is one of the most scrutinized areas in software M&A. It’s also one of the most fixable—if addressed early.
For founders considering a future exit, this is a prime example of why exit planning strategy should begin well before you engage buyers. Firms like iMerge help clients identify and resolve these issues in advance, so they don’t become deal-breakers later.
Conclusion
Unassigned IP from early contractors is a common but serious issue in software M&A. While it may seem like a minor oversight, it can create real legal and financial risk during due diligence. The good news: with the right approach, it’s usually fixable.
Start by identifying the gaps, securing retroactive assignments, and documenting your efforts. The earlier you address this, the more leverage you’ll have when it matters most—at the negotiating table.
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.
Red Flags in Legal, IP, and Financial Due Diligence — And How to Address Them Proactively
In the world of software and technology M&A, due diligence is where deals are made—or quietly fall apart. For founders and CEOs preparing for an exit, understanding what buyers scrutinize in your legal, intellectual property (IP), and financial documentation is not just a defensive move—it’s a strategic one.
At iMerge, we’ve seen otherwise promising deals stall or collapse due to avoidable red flags. The good news? Most of these issues can be identified and resolved well before a buyer ever sees your data room. Below, we outline the most common red flags across legal, IP, and financial domains—and how to proactively mitigate them to preserve valuation and deal momentum.
1. Legal Red Flags: Contracts, Compliance, and Corporate Structure
Common Issues
Unclear ownership of equity or cap table discrepancies
Missing or poorly drafted customer, vendor, or employment agreements
Non-compliance with data privacy laws (e.g., GDPR, CCPA)
Pending or threatened litigation
Improper entity formation or foreign subsidiary issues
Proactive Solutions
Clean up your cap table: Ensure all equity grants, SAFEs, convertible notes, and option pools are properly documented and reconciled. If you’ve had multiple rounds of financing, consider a third-party cap table audit.
Standardize contracts: Use consistent, lawyer-reviewed templates for customer and vendor agreements. Ensure all key contracts are signed, stored, and easily accessible.
Review compliance posture: Conduct a privacy and compliance audit, especially if you handle user data. Buyers will expect clear policies and evidence of adherence to applicable regulations.
Resolve legal disputes early: Even minor litigation can spook buyers. If possible, settle or disclose any legal matters with clarity and documentation.
As we noted in Completing Due Diligence Before the LOI, addressing these issues early can significantly reduce friction during the negotiation phase and increase buyer confidence.
2. Intellectual Property Red Flags: Ownership, Protection, and Infringement Risk
Common Issues
Unclear IP ownership—especially from contractors or former employees
Open-source software usage without proper licensing documentation
Missing or expired trademarks, patents, or domain registrations
Inadequate IP assignment agreements
Proactive Solutions
Audit IP ownership: Confirm that all code, content, and inventions are owned by the company—not by freelancers, founders, or third parties. Ensure all contributors have signed IP assignment agreements.
Document open-source usage: Maintain a clear inventory of open-source components and their licenses. Buyers will want to know you’re not exposed to copyleft risks (e.g., GPL).
Register and renew IP assets: Ensure trademarks, patents, and domains are registered in the company’s name and are current. This is especially critical for SaaS and consumer-facing platforms.
Buyers often ask, “How do I protect my IP during buyer due diligence?” (source). The answer starts with having clean, well-documented IP ownership and usage policies in place long before diligence begins.
3. Financial Red Flags: Quality of Earnings, Revenue Recognition, and Accounting Practices
Common Issues
Inconsistent or non-GAAP financials
Improper revenue recognition—especially for SaaS or subscription models
Deferred revenue not properly accounted for
Unexplained fluctuations in margins or customer churn
Commingled personal and business expenses
Proactive Solutions
Prepare GAAP-compliant financials: Even if you’re not required to, aligning your financials with GAAP standards signals maturity. Consider a Quality of Earnings (QoE) report to validate your numbers.
Clarify revenue recognition policies: SaaS companies should clearly define how and when revenue is recognized. Misalignment here can lead to valuation haircuts or earn-out structures.
Separate personal and business expenses: Clean books are essential. If you’ve run personal expenses through the business, normalize them and be transparent in your financial disclosures.
Financial red flags are among the most damaging because they directly impact valuation. As we’ve discussed in Website Valuation and Discretionary Earnings, buyers will discount for risk—and unclear financials are a major source of it.
4. Cultural and Operational Red Flags: The Intangibles That Matter
While not always documented, buyers increasingly assess cultural and operational fit. Red flags here include:
Key person risk: If the business is overly reliant on a founder or CTO without a succession plan
High employee turnover or poor Glassdoor reviews
Inconsistent internal reporting or lack of KPIs
These issues can be addressed by building a strong second layer of leadership, documenting processes, and fostering a transparent, data-driven culture. Buyers want to see that the business can scale—and survive—without its founders at the helm.
Final Thoughts: Preparation Is the Best Defense
Red flags don’t always kill deals—but they do slow them down, reduce leverage, and often lead to price adjustments or unfavorable terms. The most successful exits we’ve advised at iMerge are those where founders took the time to anticipate buyer concerns and address them proactively.
Whether you’re 12 months from a sale or just beginning to explore your options, a pre-diligence audit across legal, IP, and financial areas is a smart investment. It not only protects value—it creates it.
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.
Software M&A transactions are often high-stakes, high-reward endeavors. But even deals that appear promising on paper can unravel during due diligence or final negotiations. For founders, CEOs, and investors, understanding the most common deal breakers in software M&A is essential to avoid costly surprises and ensure a smooth path to closing.
This article outlines the most frequent reasons software M&A deals fall apart — from financial red flags to cultural misalignment — and offers strategic insights to help sellers proactively mitigate these risks.
1. Inconsistent or Unreliable Financials
Buyers expect clean, accurate, and GAAP-compliant financial statements. When a seller’s financials are inconsistent, overly reliant on manual processes, or fail to reconcile with bank statements, it raises immediate red flags. This is especially true in SaaS transactions, where metrics like ARR, MRR, churn, and CAC must be clearly defined and defensible.
Common financial deal breakers include:
Improper revenue recognition (e.g., booking annual contracts as upfront revenue)
Unexplained fluctuations in gross margin or EBITDA
Software companies with a small number of customers generating a large portion of revenue are inherently riskier. If one or two clients account for 40% or more of revenue, buyers may worry about revenue durability post-acquisition — especially if those contracts are short-term or non-recurring.
To mitigate this, sellers should:
Demonstrate strong customer retention and satisfaction metrics
Highlight long-term contracts with renewal clauses
Intellectual property (IP) is the backbone of any software business. If ownership of code, patents, or trademarks is unclear — or if open-source components are improperly licensed — buyers may walk away rather than inherit potential legal liabilities.
Key IP-related deal breakers include:
Code developed by contractors without proper IP assignment agreements
Use of open-source libraries with viral licenses (e.g., GPL) without compliance
Pending or threatened litigation over IP infringement
In founder-led software companies, the departure of a single individual can jeopardize product development, customer relationships, or institutional knowledge. Buyers are wary of businesses where the founder is the product visionary, lead developer, and top salesperson all in one.
To reduce key person risk:
Build a strong second-tier management team
Document processes and product roadmaps
Implement retention plans for key employees
Buyers may also require the founder to stay on post-close for a transition period or tie a portion of the purchase price to continued involvement.
5. Cultural or Strategic Misalignment
Even when the numbers align, deals can fall apart due to mismatched expectations or incompatible cultures. This is particularly true in strategic acquisitions, where integration is key to realizing synergies.
Common signs of misalignment include:
Disagreements over product roadmap or go-to-market strategy
Resistance to integration or loss of autonomy
Different views on employee retention or compensation
As we’ve seen in numerous transactions at iMerge, early and honest conversations about post-close plans can prevent these issues from derailing a deal. Sellers should assess cultural fit just as rigorously as buyers assess financials.
6. Poor Preparation for Due Diligence
Due diligence is where deals are made or broken. A lack of preparation — missing documents, slow response times, or disorganized data rooms — can erode buyer confidence and momentum.
To avoid this, sellers should prepare a comprehensive due diligence package in advance. This includes:
Even after a Letter of Intent (LOI) is signed, deals can fall apart over final terms. Common sticking points include:
Disagreements over working capital adjustments
Escrow amounts and indemnification caps
Earn-out structures and performance milestones
Allocation of purchase price for tax purposes
These issues are often negotiable, but they require experienced advisors to navigate. Firms like iMerge help sellers anticipate and negotiate these terms to avoid last-minute breakdowns. For more, see Mergers & Acquisitions: Allocation of Purchase Price Disagreements.
Conclusion
Software M&A deals are complex, and even the most promising transactions can be derailed by avoidable issues. By understanding the most common deal breakers — and preparing for them in advance — founders and CEOs can dramatically increase the likelihood of a successful exit.
Whether it’s cleaning up financials, securing IP rights, or aligning on deal terms, proactive preparation is the best defense against deal fatigue and failure.
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 Your Engineering Team for Technical Due Diligence in a Software M&A Process
In a software M&A transaction, technical due diligence is where the rubber meets the road. It’s the moment when a buyer’s team—often composed of senior engineers, CTOs, or external consultants—dives deep into your codebase, infrastructure, and development practices to validate what’s been promised on paper. For founders and CEOs, this phase can be both high-stakes and highly revealing.
So how do you prepare your engineering team for this level of scrutiny? The answer lies in a combination of technical hygiene, narrative alignment, and strategic readiness. Below, we outline a structured approach to ensure your team is not only prepared but positioned to inspire confidence in the buyer’s technical evaluators.
1. Understand What Buyers Are Really Looking For
Before diving into code cleanup or documentation sprints, it’s important to understand the buyer’s perspective. Technical due diligence is not just about code quality—it’s about risk mitigation and value validation. Buyers are typically assessing:
Codebase quality and maintainability: Is the code modular, well-documented, and scalable?
Architecture and infrastructure: Is the system designed for reliability, performance, and future growth?
Security and compliance: Are there vulnerabilities, data privacy risks, or regulatory gaps?
Team and process maturity: How disciplined is the engineering culture? Are there CI/CD pipelines, version control standards, and testing protocols?
Technical debt and roadmap alignment: What skeletons are in the closet, and how do they impact future development?
Firms like iMerge often advise clients to anticipate these areas early in the exit planning process, ideally 6–12 months before going to market. This allows time to address red flags before they become deal-breakers.
2. Conduct an Internal Technical Audit
Think of this as a pre-diligence dry run. Assemble a small task force—typically your CTO, lead engineers, and possibly an external advisor—to perform a candid assessment of your technical stack. Focus on:
Codebase review: Identify areas of high complexity, outdated dependencies, or lack of test coverage.
Architecture documentation: Ensure you have up-to-date diagrams and explanations of system components, data flows, and integrations.
Security posture: Review access controls, encryption practices, and any past incidents or penetration test results.
DevOps and deployment: Document your CI/CD pipeline, rollback procedures, and uptime metrics.
This internal audit not only surfaces issues but also helps your team practice articulating the “why” behind technical decisions—something buyers will probe during diligence calls.
3. Align the Engineering Narrative with the Business Story
One of the most overlooked aspects of technical due diligence is narrative alignment. If your pitch deck touts “enterprise-grade scalability” but your infrastructure is a monolith with no horizontal scaling, that disconnect will raise eyebrows.
Ensure your engineering team understands the strategic positioning of the company. For example:
If your value proposition is speed of innovation, be ready to showcase agile release cycles and feature velocity.
If your moat is data, be prepared to explain how your architecture supports data integrity, analytics, and compliance.
As we noted in Due Diligence Checklist for Software (SaaS) Companies, buyers are increasingly focused on how technical assets support long-term defensibility and growth. Your engineers should be able to speak to this fluently.
4. Prepare for Live Sessions: Code Walkthroughs and Architecture Deep Dives
Buyers will often request live sessions with your technical team. These may include:
Code walkthroughs: Demonstrating key modules, design patterns, and test coverage.
Architecture reviews: Explaining system design, scalability, and third-party dependencies.
Security Q&A: Discussing how you handle vulnerabilities, data protection, and compliance frameworks (e.g., SOC 2, GDPR).
To prepare, conduct mock sessions internally. Assign a facilitator (often the CTO) to lead the discussion, and coach team members on how to answer questions clearly and confidently. Avoid overly technical rabbit holes unless prompted—focus on clarity, rationale, and risk mitigation.
5. Clean Up the Codebase—But Be Strategic
It’s tempting to launch a last-minute refactoring sprint, but resist the urge to overhaul your codebase right before diligence. Instead, focus on:
Removing deprecated or unused code
Improving documentation and inline comments
Ensuring test coverage for critical paths
Standardizing naming conventions and folder structures
Buyers don’t expect perfection—but they do expect professionalism. A clean, well-organized codebase signals engineering discipline and reduces perceived risk.
6. Document Everything—And Make It Accessible
Documentation is often the unsung hero of technical due diligence. Ensure you have:
Architecture diagrams and system overviews
API documentation and integration guides
Security policies and incident response plans
Development workflows and deployment procedures
Organize these materials in a secure, shareable format—often within a virtual data room. As we discussed in Completing Due Diligence Before the LOI, having this level of readiness can accelerate the deal timeline and build buyer confidence early in the process.
7. Coach Your Team on Buyer Interactions
Finally, remember that due diligence is not just a technical exercise—it’s a human one. Buyers are evaluating your team as much as your technology. Coach your engineers to:
Be transparent about known issues—but frame them with mitigation plans
Stay calm under pressure and avoid defensive responses
Demonstrate pride in the product without overselling
In some cases, the buyer may be evaluating whether to retain your team post-acquisition. How your engineers present themselves can influence retention bonuses, earn-out structures, or even the buyer’s willingness to proceed.
Conclusion
Preparing your engineering team for technical due diligence is not just about passing an exam—it’s about telling a coherent, credible story about your technology, your team, and your future. With the right preparation, you can turn a potentially stressful process into a strategic advantage.
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.
