How to Share Proprietary Code and Technical Documents with a Potential Acquirer—Without Losing Your Trade Secrets
For founders and CEOs of software companies, few moments are as strategically delicate as sharing proprietary source code and technical documentation with a potential acquirer. On one hand, transparency is essential to move a deal forward. On the other, premature disclosure of trade secrets can expose your company to significant risk—especially if the deal ultimately falls through.
This article outlines a practical, risk-mitigated approach to sharing sensitive technical assets during M&A due diligence. Whether you’re fielding interest from a strategic buyer or preparing for a formal process with a firm like iMerge Advisors, these steps can help you protect your intellectual property while maintaining deal momentum.
Why This Matters: The Asymmetry of Disclosure
In most M&A conversations, the seller bears the burden of disclosure. Buyers want to validate claims about product architecture, scalability, and IP ownership. But if the deal doesn’t close, the seller walks away having revealed their crown jewels—while the buyer walks away with insights that could benefit a competing product or investment.
This asymmetry is particularly acute in software and SaaS transactions, where the value of the business is often tied directly to proprietary codebases, algorithms, and technical know-how. As we’ve seen in numerous transactions at iMerge, the key is to structure access in a way that builds buyer confidence without compromising your long-term defensibility.
1. Use a Tiered Disclosure Strategy
Not all information needs to be shared at once. A well-structured M&A process staggers disclosure based on deal progression:
Pre-LOI (Letter of Intent): Share high-level architecture diagrams, product roadmaps, and summaries of IP ownership. Avoid sharing actual source code or detailed technical documentation.
Post-LOI, Pre-Diligence: Once exclusivity is granted, provide more detailed documentation—such as API specifications, system design documents, and security protocols—under strict confidentiality terms.
Late-Stage Diligence: Only at this stage should you consider granting access to source code, and even then, under tightly controlled conditions (see below).
This phased approach aligns with best practices we’ve outlined in Completing Due Diligence Before the LOI, and helps ensure that sensitive materials are only shared when the buyer has demonstrated serious intent.
2. Strengthen Your NDA—And Go Beyond It
While a Non-Disclosure Agreement (NDA) is standard, not all NDAs are created equal. Work with experienced M&A counsel to ensure your NDA includes:
Specific definitions of “Confidential Information” that include source code, algorithms, and technical documentation.
Use restrictions that prohibit reverse engineering, derivative works, or use of the information for competitive purposes.
Survival clauses that extend confidentiality obligations beyond the termination of discussions.
Injunctive relief provisions that allow you to seek immediate legal remedy in case of breach.
However, legal protections alone are not enough. As we often advise clients during exit planning strategy sessions, enforceability can be difficult and expensive. That’s why technical safeguards are equally important.
3. Use a Secure, Monitored Code Review Environment
When it comes time to share source code, never send it via email or allow it to be downloaded. Instead, use a secure, read-only code review environment. Options include:
Virtual Data Rooms (VDRs): Platforms like Intralinks or Firmex can host encrypted documents with granular access controls.
Code Escrow Services: Services like Iron Mountain or EscrowTech can hold source code in escrow, releasing it only upon deal close or under specific conditions.
On-site or virtual code review sessions: Allow the buyer’s technical team to review code in a controlled environment (e.g., via screen share or on a dedicated machine) without the ability to copy or export files.
Some sellers even watermark code snippets or use monitoring software to track access and activity. These measures may seem extreme, but in high-stakes deals—especially those involving AI models or proprietary algorithms—they’re increasingly common.
4. Limit Access to Need-to-Know Personnel
Insist that only essential members of the buyer’s diligence team—typically their CTO, lead engineer, or outside technical advisor—have access to sensitive materials. Require the buyer to provide a list of individuals who will review the code, and include this list in your NDA or data room access agreement.
In one recent transaction facilitated by iMerge, a SaaS company limited code access to just two individuals on the buyer’s side, both of whom were required to sign personal confidentiality acknowledgments. This level of control helped the seller feel confident in proceeding with diligence, even though the deal ultimately did not close.
5. Consider Code Obfuscation or Partial Disclosure
In some cases, it may be appropriate to share only portions of the codebase—such as modules related to core functionality or integration points—while withholding more sensitive components. Alternatively, you can provide obfuscated versions of the code that demonstrate structure and logic without revealing proprietary algorithms.
This approach is particularly useful when dealing with strategic buyers who may operate in adjacent markets. It allows them to assess code quality and architecture without gaining access to trade secrets that could be repurposed.
6. Prepare for IP Ownership Questions
Buyers will scrutinize your IP chain of title. Be ready to demonstrate that all code was developed in-house or under valid work-for-hire agreements, and that no open-source components are used in ways that could trigger license contamination (e.g., GPL).
7. Have a Contingency Plan if the Deal Falls Through
Even with all precautions, there’s always residual risk. That’s why it’s important to:
Track exactly what was shared, when, and with whom.
Revoke access to data rooms and code environments immediately if the deal terminates.
Monitor the buyer’s product roadmap and public releases for signs of IP misuse.
Be prepared to enforce your NDA if necessary—but recognize that prevention is far more effective than litigation.
Final Thoughts
Sharing proprietary code and technical documentation is a necessary step in most software M&A transactions—but it doesn’t have to mean giving away your trade secrets. With the right legal, technical, and procedural safeguards, you can strike a balance between transparency and protection.
Firms like iMerge specialize in helping software founders navigate these complexities, from structuring secure diligence processes to negotiating favorable deal terms. Whether you’re preparing for a strategic exit or fielding inbound interest, a thoughtful approach to IP disclosure can make or break your outcome.
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 Keep Your Team Focused and Prevent Panic During a Quiet M&A Process
For many founders and CEOs, the early stages of a potential acquisition—especially during confidential due diligence—can feel like walking a tightrope. On one side, you’re managing a high-stakes transaction that could define your company’s future. On the other, you’re trying to maintain team morale, productivity, and trust without revealing too much too soon.
So how do you keep your team focused and prevent rumors or panic when M&A activity is happening quietly behind the scenes?
This article outlines practical strategies for managing internal communications, preserving operational momentum, and preparing for the right moment to disclose more—without compromising the deal or your culture.
Why Early Disclosure Can Be Risky
It’s natural to want to be transparent with your team. But in the context of M&A, premature disclosure can backfire. Here’s why:
Deals fall apart often. According to PitchBook, more than 50% of LOIs never reach closing. Sharing too early can create unnecessary anxiety over a deal that may not materialize.
Rumors spread fast. Even a vague comment in a team meeting can snowball into speculation, distracting employees and potentially leaking to customers or competitors.
Key employees may jump ship. If people fear layoffs, culture shifts, or leadership changes, they may start looking elsewhere—just when you need them most.
That’s why many experienced M&A advisors, including firms like iMerge, recommend a tightly controlled communication strategy until the deal reaches a more definitive stage.
1. Maintain Business-as-Usual with Intentional Focus
During due diligence, your company must continue to perform. Buyers are evaluating not just your financials, but also your team’s ability to execute under pressure. Here’s how to keep the team focused:
Double down on quarterly goals. Reinforce existing OKRs or KPIs. Make sure team leads are aligned and driving toward measurable outcomes.
Celebrate wins publicly. Recognize progress in all-hands meetings or Slack channels. This keeps morale high and attention on the mission.
Limit distractions. Avoid introducing major new initiatives or reorganizations unless absolutely necessary. Stability is your friend.
In one recent SaaS transaction iMerge advised, the CEO quietly continued product roadmap execution while due diligence unfolded in parallel. The team hit a major feature release during the process—impressing the buyer and reinforcing valuation assumptions.
2. Create a Tight Internal Circle
While broad disclosure is risky, you will need a small, trusted group to help manage the process. This typically includes:
Co-founders or senior executives
Finance and legal leads (for data room and compliance)
Key technical or operational staff (for diligence Q&A)
Ensure this group understands the importance of confidentiality. Use NDAs if necessary. And be clear about what can and cannot be shared—even informally.
As we noted in Completing Due Diligence Before the LOI, early-stage diligence often requires access to sensitive information. A disciplined internal process helps avoid leaks and ensures accurate, consistent responses to buyer requests.
3. Control the Narrative—Even Before You Share It
Even if you’re not ready to disclose the M&A process, you should prepare for the moment when you will. That means crafting a clear, confident narrative that answers three key questions:
Why now? Explain the strategic rationale for exploring a transaction—growth, scale, market access, etc.
What does this mean for the team? Address job security, culture, and continuity. Be honest but reassuring.
What’s next? Outline the timeline and what employees can expect in terms of updates or changes.
Having this narrative ready in advance allows you to move quickly and decisively when the time comes—whether that’s post-LOI or closer to closing.
4. Monitor the “Whispers” and Address Concerns Early
Even with tight controls, employees may sense that something is happening—especially if executives are suddenly in more meetings or asking for unusual reports.
Rather than ignore this, proactively manage it:
Stay visible. Continue regular check-ins, town halls, or 1:1s. Your presence reassures people.
Reinforce the mission. Remind the team why their work matters and how it ties to long-term goals.
Listen for signals. If managers report rising anxiety or speculation, consider addressing it in a general way—without confirming or denying specifics.
For example, you might say: “We’re always exploring strategic opportunities to grow the business. If anything material changes, you’ll hear it from me first.”
5. Time Your Disclosure Strategically
So when should you tell the broader team?
There’s no one-size-fits-all answer, but many CEOs wait until:
A signed LOI is in place and diligence is progressing smoothly
Key terms are agreed upon and unlikely to change
You’ve aligned with the buyer on messaging and employee impact
Managing internal dynamics during an M&A process is as much an art as a science. That’s why many founders choose to work with experienced advisors who can help navigate not just the financial and legal aspects of a deal, but also the human side.
Firms like iMerge specialize in software and technology transactions, offering guidance on everything from exit planning strategy to buyer communications and team transition planning. A seasoned advisor can help you anticipate employee concerns, craft the right messaging, and time your disclosures to preserve both deal value and company culture.
Final Thoughts
Keeping your team focused during a quiet M&A process requires discipline, empathy, and strategic communication. By maintaining operational momentum, creating a trusted inner circle, and preparing your narrative in advance, you can reduce uncertainty and position your company—and your people—for a successful transition.
Use this insight in your next board discussion or strategic planning session. When you’re ready, iMerge is available for private, advisor-level conversations.
Legal and Regulatory Approvals You Might Not Expect When Selling Your Tech Company
For many founders, the decision to sell a technology company is the culmination of years of innovation, risk-taking, and growth. But even the most seasoned operators can be caught off guard by the legal and regulatory hurdles that surface late in the M&A process. Beyond the standard due diligence and contract negotiations, certain transactions—especially those involving foreign buyers, sensitive technologies, or market concentration—can trigger government reviews that delay or even derail a deal.
In this article, we’ll explore the lesser-known legal and regulatory approvals that may apply when selling a tech company, including antitrust clearance, CFIUS review, and sector-specific compliance. Understanding these risks early can help you structure your deal more effectively and avoid surprises at the eleventh hour.
1. Antitrust Clearance: Not Just for Big Tech
Many founders assume that antitrust scrutiny only applies to multi-billion-dollar mergers. In reality, even mid-market deals can trigger a review if the buyer and seller operate in overlapping markets or if the transaction could reduce competition in a niche vertical.
In the U.S., the Hart-Scott-Rodino (HSR) Act requires parties to file with the Federal Trade Commission (FTC) and Department of Justice (DOJ) if the deal exceeds certain thresholds—currently $119.5 million in transaction value (as of 2024). But even below that threshold, regulators can investigate deals that raise competitive concerns.
For example, if your SaaS platform dominates a specific industry vertical and is being acquired by a competitor or a private equity firm with a roll-up strategy in that space, the deal may attract scrutiny. The review process can take weeks or months, and in some cases, may require divestitures or behavioral remedies to proceed.
Firms like iMerge often help clients assess antitrust risk early in the process, especially when evaluating strategic buyers or PE-backed platforms with overlapping portfolios. This foresight can shape buyer selection and deal timing.
2. CFIUS Review: Foreign Buyers and National Security
If your buyer is a non-U.S. entity—or backed by foreign capital—you may need to consider a review by the Committee on Foreign Investment in the United States (CFIUS). This interagency body has the authority to block or unwind transactions that pose national security risks.
Historically, CFIUS focused on defense contractors and critical infrastructure. But in recent years, its scope has expanded to include data-rich tech companies, AI platforms, cloud services, and even health tech firms. If your company collects sensitive personal data, develops dual-use technologies, or operates in sectors like semiconductors, cybersecurity, or telecommunications, a CFIUS filing may be advisable—or even mandatory under the Foreign Investment Risk Review Modernization Act (FIRRMA).
Consider a hypothetical: A U.S.-based SaaS company serving healthcare providers is approached by a European acquirer with Chinese limited partners. Even if the buyer is headquartered in the EU, the presence of Chinese capital could trigger a CFIUS review due to data sensitivity and indirect foreign influence.
While CFIUS filings are technically voluntary, failing to file can result in post-closing investigations, fines, or forced divestitures. An experienced M&A advisor can help you assess whether a filing is prudent and how to structure the deal to mitigate risk.
3. Export Controls and IP Transfer Restrictions
Another often-overlooked area involves export control laws, particularly if your company develops software with encryption, AI, or machine learning capabilities. Under the Export Administration Regulations (EAR) and International Traffic in Arms Regulations (ITAR), certain technologies cannot be transferred to foreign entities without a license—even through an acquisition.
This is especially relevant in cross-border M&A. If your codebase includes controlled encryption algorithms or your platform is used in defense-adjacent applications, the sale may require export licenses or carve-outs to exclude sensitive assets from the transaction.
In some cases, buyers may request representations and warranties that your company is not subject to export restrictions—something you’ll need to verify during diligence. As we noted in Legal Documents Required to Sell a SaaS Business, these representations can carry significant post-closing liability if inaccurate.
4. Sector-Specific Regulatory Approvals
Depending on your vertical, additional regulatory bodies may have jurisdiction over your transaction. For example:
Healthcare tech companies may need to comply with HIPAA and notify the Department of Health and Human Services (HHS) if patient data is involved.
Fintech platforms may require approval from the SEC, FINRA, or state banking regulators.
Telecom or cloud infrastructure providers may fall under FCC oversight.
These sector-specific reviews can delay closing or require deal modifications. In some cases, buyers may insist on indemnities or escrow holdbacks to cover regulatory risk—topics we’ve explored in Mergers and Acquisitions: Reps and Warranties Negotiations.
5. Data Privacy and Cross-Border Compliance
With the rise of GDPR, CPRA, and other data privacy regimes, cross-border data transfers are under increasing scrutiny. If your company stores or processes data from EU citizens, for example, a foreign acquisition could trigger data localization or consent requirements.
To avoid delays or deal fatigue, founders should work with their M&A advisor and legal counsel to:
Conduct a pre-sale regulatory risk assessment
Map out data flows, IP ownership, and export control classifications
Identify any foreign ownership or control in the buyer’s structure
Review customer contracts for assignment and data transfer clauses
Build regulatory timelines into the deal calendar
At iMerge, we often help clients navigate these complexities well before a Letter of Intent is signed. By anticipating regulatory friction points, we can guide founders toward buyers and deal structures that minimize risk and maximize certainty of close.
Conclusion
Legal and regulatory approvals are no longer just a concern for Fortune 500 companies. In today’s environment, even mid-sized tech exits can trigger antitrust, CFIUS, or sector-specific reviews—especially when foreign capital, sensitive data, or strategic technologies are involved.
Understanding these risks early and planning accordingly can mean the difference between a smooth exit and a stalled transaction. With the right advisory team, you can navigate these hurdles confidently and keep your deal on track.
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 Current M&A Trends in the Software Industry?
The software M&A landscape is evolving rapidly, shaped by macroeconomic headwinds, shifting buyer priorities, and the accelerating pace of innovation. For founders, CEOs, and investors, understanding these trends is more than academic — it’s essential for timing exits, structuring deals, and maximizing enterprise value.
In this article, we explore the most significant M&A trends currently shaping the software industry, with a focus on actionable insights for decision-makers navigating this dynamic environment.
1. Valuation Multiples Are Normalizing — But Not Collapsing
After a period of frothy valuations in 2020–2021, software M&A multiples have recalibrated. Public SaaS multiples, which once averaged 15–20x ARR, have compressed to a more sustainable 6–8x range, according to recent data on public SaaS multiples. Private market deals are following suit, with quality assets still commanding strong premiums — especially those with capital efficiency, low churn, and strong net revenue retention.
At iMerge, we’re seeing that buyers are more selective, but not necessarily less acquisitive. Strategic acquirers and private equity firms continue to pursue deals, albeit with more rigorous diligence and a sharper eye on profitability. For founders, this means that key SaaS metrics like gross margin, CAC payback, and Rule of 40 compliance are under closer scrutiny than ever.
2. AI and Vertical SaaS Are Driving Premium Activity
Artificial intelligence is no longer a buzzword — it’s a buy signal. Acquirers are actively seeking software companies with embedded AI capabilities, particularly in areas like cybersecurity, DevOps, and customer analytics. However, buyers are cautious about overpaying for hype. Demonstrable use cases, proprietary models, and defensible data moats are critical to justify premium valuations.
Meanwhile, vertical SaaS — software tailored to specific industries like legal, construction, or healthcare — continues to attract strong interest. These businesses often benefit from lower churn, deeper customer relationships, and higher switching costs. In a market where predictability is prized, vertical SaaS offers a compelling profile for both strategic and financial buyers.
3. Private Equity Roll-Ups Are Accelerating
Private equity firms remain among the most active buyers in the software space, particularly through buy-and-build strategies. Roll-ups in fragmented verticals — such as ERP for niche industries or compliance software — allow PE sponsors to create scale, expand margins, and drive multiple arbitrage.
For example, a $10M ARR software company with 30% EBITDA margins might sell for 6–8x EBITDA as a standalone asset. But when integrated into a larger platform, that same business could contribute to a portfolio valued at 10–12x EBITDA. This dynamic is fueling aggressive acquisition pipelines and competitive processes for founder-led businesses.
As we’ve noted in our analysis of buy-side strategies, firms like iMerge often support PE clients in identifying and vetting acquisition targets that align with these roll-up theses.
4. Deal Structures Are Becoming More Creative
In today’s environment, cash is no longer king — at least not exclusively. We’re seeing a rise in structured deals that include:
Earn-outs tied to post-close performance
Equity rollovers allowing founders to participate in future upside
Seller financing or deferred payments to bridge valuation gaps
These structures can be advantageous for both sides. Sellers can achieve higher total consideration, while buyers mitigate risk. However, they also introduce complexity. As we’ve discussed in our guide to earn-outs, it’s critical to define clear metrics, timelines, and dispute resolution mechanisms to avoid post-close friction.
5. Cross-Border M&A Is Gaining Momentum — With Caveats
Global buyers are increasingly looking beyond their home markets for software acquisitions. U.S. companies remain highly attractive due to their scale, innovation, and recurring revenue models. However, cross-border deals come with added complexity — from regulatory approvals to data sovereignty concerns.
For example, a European acquirer targeting a U.S.-based SaaS firm must navigate CFIUS review if the target handles sensitive data. Similarly, U.S. buyers acquiring in the EU must comply with GDPR and local labor laws. These hurdles are not insurmountable, but they require early planning and experienced advisors.
6. Founders Are Re-Evaluating Exit Timing
With capital markets tightening and growth equity harder to raise, many founders are reconsidering their long-term plans. Some are accelerating exit timelines to de-risk personally or capitalize on strategic interest. Others are exploring partial liquidity through recapitalizations or minority sales.
At iMerge, we often advise founders on exit planning strategy well before a formal process begins. Understanding your valuation range, buyer universe, and deal readiness can help you make informed decisions — whether you’re 6 months or 3 years from a transaction.
7. Due Diligence Is Deeper and Starts Earlier
Buyers are digging deeper into financials, customer contracts, and product roadmaps. Quality of earnings (QoE) reports, GAAP-compliant statements, and detailed cohort analyses are now table stakes. For sellers, this means preparing early and anticipating buyer questions — especially around deferred revenue, churn, and customer concentration.
Our due diligence checklist for SaaS companies outlines the key areas where buyers focus their attention. Proactive preparation not only accelerates the process but also builds buyer confidence — often translating into better terms.
Conclusion
The software M&A market remains active, but it’s no longer a seller’s free-for-all. Buyers are more disciplined, valuations are more grounded, and execution matters more than ever. For founders and CEOs, the path to a successful exit lies in preparation, positioning, and partnering with the right advisors.
Use this insight in your next board discussion or strategic planning session. When you’re ready, iMerge is available for private, advisor-level conversations.
How to Maximize the Sale Price of Your Software Company
For software founders, the decision to sell is often the culmination of years—sometimes decades—of product development, customer acquisition, and team building. But when it comes time to exit, the final sale price isn’t just a reflection of your company’s current performance. It’s a function of how well you’ve positioned the business in the eyes of strategic and financial buyers.
Maximizing valuation in a software M&A transaction requires more than just strong revenue growth. It demands a deliberate, multi-dimensional strategy that begins well before you enter the market. In this article, we’ll explore the key levers that drive premium outcomes and how founders can prepare for a high-value exit.
1. Understand What Drives Valuation in Software M&A
Buyers—whether private equity firms, strategic acquirers, or growth investors—evaluate software companies through a specific lens. While each buyer has unique priorities, most focus on:
One of the most common reasons deals fall apart—or valuations are reduced—is poor financial hygiene. Before going to market, ensure your financials are:
GAAP-compliant and ideally reviewed or audited by a reputable firm
Segmented by product line, customer cohort, or geography to highlight growth drivers
Supported by a defensible revenue recognition policy, especially for deferred revenue
Buyers will scrutinize your financials during due diligence. A Quality of Earnings (QoE) report prepared in advance can help validate your numbers and reduce buyer uncertainty—often leading to a smoother process and stronger offers.
3. De-Risk the Business for Buyers
Buyers pay more for companies with fewer unknowns. To maximize value, proactively address common risk areas:
Key Person Risk: Ensure no single employee (including the founder) is indispensable. Document processes and build a strong second layer of leadership.
Customer Concentration: If one client accounts for more than 20% of revenue, consider diversifying or locking in long-term contracts.
IP Ownership: Confirm that all code, trademarks, and patents are properly assigned to the company and free of encumbrances.
Contract Clarity: Review customer agreements for assignability clauses and renewal terms. This is especially important if you’re selling to a strategic buyer who needs to assume those contracts.
Strategic acquirers—such as large software firms or platform companies—often pay higher multiples than financial buyers. But they’re also more selective. To attract strategic interest, consider how your company fits into their ecosystem:
Does your product fill a gap in their portfolio?
Can your customer base accelerate their go-to-market strategy?
Is your technology complementary to their existing stack?
Crafting a compelling narrative around these synergies is essential. A well-prepared Confidential Information Memorandum (CIM) should highlight not just your financials, but also your strategic relevance. Firms like iMerge specialize in helping founders position their companies to maximize perceived value in the eyes of different buyer types.
5. Time the Market—But Don’t Wait Too Long
Valuations are influenced by broader market conditions. In recent years, SaaS multiples have fluctuated significantly based on interest rates, public market sentiment, and capital availability. While you can’t control the macro environment, you can control your timing.
Ideally, you want to sell when:
Your growth rate is strong and sustainable
You’ve hit a key milestone (e.g., $10M ARR, positive EBITDA)
Market sentiment is favorable for your sector
Waiting too long—especially if growth slows or competition intensifies—can reduce your leverage. As we noted in EBITDA Multiples Continue to Trend Lower, valuation compression can happen quickly in shifting markets.
6. Run a Competitive Process
Perhaps the most powerful way to maximize price is to create competition among buyers. A structured M&A process—led by an experienced advisor—can:
Identify and engage a curated list of qualified buyers
Control the flow of information and timing
Generate multiple offers and improve negotiating leverage
Without a competitive process, you risk leaving value on the table. Even if you’ve received an unsolicited offer, it’s worth exploring the market to benchmark that offer against others.
7. Structure the Deal Thoughtfully
Headline price is only part of the equation. The structure of the deal—earn-outs, escrows, equity rollovers, working capital adjustments—can significantly impact your net proceeds and risk exposure.
For example:
Earn-outs can bridge valuation gaps but introduce uncertainty. Ensure terms are measurable and achievable.
Equity rollovers may offer upside in a PE-backed platform, but require careful diligence on the new entity.
Working with an M&A advisor and tax counsel early in the process can help you optimize both valuation and deal terms.
Conclusion
Maximizing the sale price of your software company is not about luck—it’s about preparation, positioning, and process. By understanding what buyers value, addressing risk factors, and running a disciplined transaction, founders can significantly increase both the likelihood and magnitude of a successful exit.
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.
