Private Equity vs. Strategic Buyer: What Founders Need to Know Before Selling
When a software or technology founder begins exploring an exit, one of the most consequential decisions is choosing the right type of buyer. While both private equity (PE) firms and strategic acquirers can offer compelling valuations and deal terms, their motivations, timelines, and post-close expectations differ significantly. Understanding these differences is essential for aligning the sale with your personal goals, company culture, and long-term vision.
This article breaks down the key distinctions between selling to a private equity firm versus a strategic buyer, with a focus on software and tech-enabled businesses. Whether you’re optimizing for valuation, legacy, or growth potential, the right buyer type can make all the difference.
1. Buyer Motivation: Financial vs. Strategic Synergy
At the core, private equity firms and strategic buyers pursue acquisitions for different reasons:
Private Equity Firms are financially driven. They acquire companies to generate a return on investment, typically over a 3–7 year horizon. Their goal is to grow EBITDA, improve operational efficiency, and eventually exit via resale or IPO.
Strategic Buyers are typically operating companies in the same or adjacent industry. They acquire to gain market share, expand product offerings, enter new geographies, or eliminate competition. The value lies in integration and long-term synergy.
For example, a PE firm might acquire a SaaS company with $5M in ARR and strong retention metrics, aiming to bolt it onto a platform investment. A strategic buyer, on the other hand, might acquire the same company to cross-sell its own products to the acquired customer base or to accelerate a product roadmap.
2. Deal Structure and Valuation Dynamics
While both buyer types can offer competitive valuations, the structure of the deal often varies:
Private Equity deals frequently include rollover equity, where founders retain a minority stake in the business post-close. This allows sellers to participate in future upside, especially if the company is part of a larger platform strategy.
Strategic Buyers are more likely to offer all-cash deals or stock-for-stock transactions. They may also be willing to pay a premium for synergies, especially if the acquisition fills a critical gap in their portfolio.
In our experience at iMerge Advisors, PE buyers tend to be more disciplined on valuation multiples, often benchmarking against industry norms and internal rate of return (IRR) targets. Strategic buyers, by contrast, may stretch on price if the acquisition aligns with a broader strategic imperative.
For more on how valuation multiples vary by buyer type and sector, see our analysis on SaaS Valuation Multiples.
3. Post-Close Involvement and Founder Role
Another critical difference lies in what happens after the deal closes:
Private Equity firms often want the founder or CEO to stay on and continue running the business. In many cases, they provide operational support, board-level guidance, and access to capital for growth initiatives.
Strategic Buyers may integrate the acquired company into their existing operations, which can lead to leadership changes, rebranding, or restructuring. Founders may be asked to stay on for a transition period, but long-term roles are less common.
If you’re a founder who wants to remain involved and grow the business with a partner, PE may be the better fit. If you’re looking for a clean exit and are less concerned with ongoing involvement, a strategic buyer might be preferable.
4. Speed, Process, and Diligence
Private equity firms are professional buyers. They typically run a streamlined process, have dedicated deal teams, and are accustomed to working with M&A advisors. Their diligence is thorough but predictable, often focused on financials, customer metrics, and scalability.
Strategic buyers, especially those without a dedicated corporate development team, may move more slowly. Their diligence can be broader, involving product, HR, legal, and integration planning. Internal politics or shifting priorities can also delay decision-making.
As we noted in Completing Due Diligence Before the LOI, preparing for diligence early—regardless of buyer type—can significantly reduce deal friction and increase your leverage during negotiations.
5. Cultural Fit and Legacy Considerations
For many founders, the legacy of their company and the well-being of their team are just as important as the financial outcome. Here, the differences can be stark:
Private Equity firms may preserve the company’s brand, culture, and leadership team, especially if the business is performing well. However, they may also implement operational changes to drive efficiency.
Strategic Buyers often integrate the acquired company into their existing structure. This can lead to cultural shifts, changes in team dynamics, and loss of autonomy.
One founder we advised at iMerge chose a PE buyer over a strategic acquirer, despite a slightly lower offer, because the PE firm committed to keeping the team intact and investing in product development. That alignment of values proved more important than a marginal valuation difference.
6. Exit Planning and Timing
Private equity firms typically operate on a defined investment horizon. If you roll over equity, you may be part of a second exit in 3–5 years. This can be a wealth-creation opportunity, but it also means another transaction down the road.
Strategic buyers, by contrast, are usually long-term holders. Once the deal is done, it’s done. This can be appealing to founders seeking finality and closure.
For those considering a staged exit or looking to maximize value over time, a PE deal with rollover equity may be ideal. For those ready to move on, a strategic buyer may offer a cleaner break.
Choosing the Right Buyer: Strategic Fit Over Highest Bid
Ultimately, the best buyer is not always the one offering the highest headline price. It’s the one whose goals, structure, and timeline align with yours. At iMerge, we help founders evaluate not just the financial terms, but the strategic implications of each offer—whether from a PE firm or a strategic acquirer.
We also guide clients through the nuances of asset versus stock sale structures, tax implications, and post-close planning to ensure the deal supports both business and personal objectives.
Conclusion
Selling your software or technology company is a once-in-a-lifetime decision. Understanding the differences between private equity and strategic buyers can help you navigate the process with clarity and confidence. Each path offers unique advantages—and potential trade-offs.
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 Structure an M&A Deal for Your Software Company
Structuring an M&A deal for a software company is both an art and a science. It requires a deep understanding of your company’s value drivers, the buyer’s strategic intent, and the financial, legal, and tax implications of various deal formats. Whether you’re a founder preparing for your first exit or a seasoned executive navigating a complex transaction, the structure you choose can significantly impact your outcome — not just in terms of valuation, but also in risk, timing, and post-close obligations.
This article outlines the key components of M&A deal structuring for software companies, including transaction types, payment mechanisms, tax considerations, and strategic levers that can enhance value.
1. Choose the Right Transaction Type: Asset vs. Stock Sale
The first structural decision in any M&A deal is whether to pursue an asset sale or a stock sale. Each has distinct implications for both buyer and seller:
Asset Sale: The buyer acquires specific assets and liabilities. This structure is often preferred by buyers for its flexibility and tax advantages, but it can be more complex to execute, especially for software companies with embedded IP, customer contracts, or third-party licenses.
Stock Sale: The buyer acquires ownership of the entire legal entity. This is typically simpler from a legal standpoint and more favorable to sellers from a tax perspective, especially if the company is a C-corp and qualifies for QSBS (Qualified Small Business Stock) treatment.
In practice, the choice often depends on the buyer’s risk tolerance, the company’s legal structure, and the nature of its assets. Firms like iMerge help sellers evaluate these trade-offs early in the process to align structure with strategic goals.
2. Determine the Payment Structure: Cash, Equity, or Earn-Out?
Beyond the transaction type, the payment structure is where deal creativity — and complexity — often peaks. Common components include:
Upfront Cash: The most straightforward and preferred form of consideration for sellers. However, buyers may limit cash to manage risk or preserve capital.
Equity in the Acquirer: Common in strategic acquisitions or roll-ups. This can offer upside if the acquirer is growing, but introduces liquidity and valuation risk.
Earn-Outs: Contingent payments based on post-close performance. These are especially common in software deals where recurring revenue or customer retention is key. However, they can be a source of post-close tension if not structured carefully.
Tax treatment can materially affect your net proceeds. For example, in an asset sale, proceeds may be taxed at both the corporate and personal level, while a stock sale may qualify for long-term capital gains treatment. Additionally, the allocation of purchase price among assets (e.g., IP, goodwill, non-compete agreements) can shift tax burdens between buyer and seller.
4. Consider Strategic Enhancements: Retention, Rollovers, and Escrows
Deal structure isn’t just about dollars — it’s also about alignment. Buyers often seek to retain key team members, ensure continuity, and mitigate risk. Sellers, in turn, want to maximize value while minimizing post-close entanglements. Common structural tools include:
Retention Packages: Bonuses or equity grants to retain key employees post-close. These are often negotiated in parallel with the main deal.
Equity Rollovers: Sellers may retain a minority stake in the business post-transaction, especially in private equity deals. This can align incentives and offer a “second bite at the apple.”
Escrow Holdbacks: A portion of the purchase price is held in escrow to cover potential indemnity claims. Typical escrows range from 5–15% of the deal value and last 12–24 months.
Each of these elements should be tailored to the specific dynamics of the deal — and negotiated with a clear understanding of their long-term implications.
5. Align Structure with Buyer Type
The optimal deal structure often depends on who’s sitting across the table. Strategic buyers, private equity firms, and search funds each have different priorities:
Strategic Buyers: May offer higher valuations and stock-based consideration, but often require full integration and may impose earn-outs tied to synergies.
Private Equity: Typically structure deals with a mix of cash and rollover equity, and may seek to retain the founder in a leadership role.
Search Funds: Often pursue asset-light software businesses with stable recurring revenue and may rely on seller financing or earn-outs to bridge valuation gaps.
Understanding the buyer’s investment thesis — and structuring accordingly — can be the difference between a deal that closes and one that stalls.
6. Prepare for Diligence and Legal Structuring
Even the best-structured deal can unravel during diligence. Software companies must be especially vigilant about IP ownership, customer contracts, data privacy compliance, and financial reporting. As outlined in Due Diligence Checklist for Software (SaaS) Companies, preparing these materials in advance can accelerate the process and reduce retrading risk.
Legal structuring also matters. For example, if your company has multiple entities, international operations, or convertible notes, these must be addressed early to avoid delays or valuation adjustments.
Conclusion
Structuring an M&A deal for your software company is a multi-dimensional challenge — one that blends financial engineering, legal nuance, and strategic foresight. The right structure can unlock value, reduce risk, and set the stage for a successful transition. The wrong one can leave money on the table or create post-close headaches.
Firms like iMerge specialize in helping software founders navigate these complexities — from valuation and tax planning to deal structuring and buyer negotiations. With decades of experience in software and technology M&A, we help ensure that structure serves strategy — not the other way around.
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 Steps Should I Take to Prepare My Software Company for Sale?
Preparing a software company for sale is not a checklist exercise — it’s a strategic transformation. Whether you’re a founder eyeing retirement, a CEO seeking liquidity, or a board member exploring strategic alternatives, the decisions you make in the 12–24 months before a transaction can significantly impact valuation, deal structure, and post-sale outcomes.
This article outlines the key steps to prepare your software company for a successful exit, drawing on insights from real-world transactions and the experience of M&A advisors like iMerge, who specialize in software and technology deals.
1. Define Your Exit Objectives Early
Before diving into financials or due diligence, clarify your goals. Are you seeking a full exit or partial liquidity? Do you want to stay on post-sale or transition out quickly? Are you optimizing for valuation, cultural fit, or strategic alignment?
These answers will shape everything from the type of buyer you target (strategic vs. financial) to how you structure the deal (asset vs. stock sale). As we’ve discussed in Asset versus Stock Sale, the structure has material tax and legal implications — and should be aligned with your personal and corporate objectives from the outset.
2. Get Your Financial House in Order
Buyers — especially private equity firms and strategic acquirers — expect clean, GAAP-compliant financials. If your books are cash-based or loosely managed, now is the time to upgrade. Key steps include:
Engaging a reputable CPA firm to prepare reviewed or audited financials
Normalizing EBITDA by identifying add-backs and one-time expenses
Segmenting revenue by product, customer, and geography
Firms like iMerge often conduct a “pre-diligence” review to identify red flags before buyers do. This proactive approach can prevent surprises during the LOI or due diligence phase — a topic we explored in Completing Due Diligence Before the LOI.
4. Optimize for Valuation Drivers
Valuation in software M&A is driven by more than just revenue multiples. Buyers assess strategic fit, growth potential, and risk. To enhance value:
Reduce customer concentration — ideally no single customer should account for more than 10–15% of revenue
Demonstrate scalable growth — show a clear path to expand ARR with existing resources
Highlight defensibility — proprietary tech, switching costs, or network effects
Showcase a strong team — especially if you plan to exit post-transaction
In our analysis of Valuation Multiples of SaaS Companies, we found that companies with low churn, high gross margins, and strong net revenue retention consistently command premium multiples.
5. Prepare a Compelling Story and Data Room
Buyers don’t just buy numbers — they buy narratives. Your CIM (Confidential Information Memorandum) should tell a cohesive story about your market, product, team, and growth trajectory. It should be backed by a well-organized data room that includes:
Historical and projected financials
Customer and revenue metrics
Product roadmap and IP documentation
Legal, HR, and compliance materials
Think of this as your company’s investment-grade pitch. A seasoned M&A advisor can help craft this narrative and anticipate buyer questions before they arise.
6. Engage the Right M&A Advisor
While some founders consider going it alone, the complexity and stakes of a software exit often warrant professional guidance. A specialized M&A advisor brings:
Access to qualified buyers — including private equity, strategics, and family offices
Valuation benchmarking and deal structuring expertise
Negotiation leverage and process management
Experience navigating earn-outs, escrows, and reps & warranties
Finally, don’t overlook the personal side of the transaction. Work with a tax advisor to model different deal structures and their after-tax outcomes. Consider:
Capital gains treatment vs. ordinary income
State residency and tax planning
Trusts, estate planning, and charitable giving
Our article on Tax Law Changes and the Impact on Personal Taxes from Selling a Software Company offers a deeper dive into these considerations. Equally important: think about your next chapter. Whether it’s launching a new venture, joining the acquirer, or stepping away entirely, clarity on your post-sale goals will inform how you approach the deal.
Conclusion
Preparing your software company for sale is a multi-dimensional process — part financial engineering, part strategic storytelling, and part operational cleanup. The earlier you begin, the more options you’ll have and the more value you can unlock.
Use this insight in your next board discussion or strategic planning session. When you’re ready, iMerge is available for private, advisor-level conversations.
Regulatory Hurdles in Cross-Border M&A for Tech Companies: What Founders and Dealmakers Need to Know
Cross-border M&A has long been a strategic lever for technology companies seeking scale, market access, or innovation synergies. But as geopolitical tensions rise and data becomes a national security asset, regulatory scrutiny has intensified—particularly for software, SaaS, and digital infrastructure businesses. For founders, CEOs, and investors navigating international deals, understanding the regulatory landscape is no longer optional; it’s a prerequisite for deal success.
This article outlines the key regulatory hurdles in cross-border M&A for tech companies, with a focus on how they impact deal structuring, valuation, and execution timelines. We also explore how firms like iMerge Advisors help clients anticipate and navigate these complexities.
1. National Security Reviews: The Expanding Reach of CFIUS and Its Global Counterparts
In the United States, the Committee on Foreign Investment in the United States (CFIUS) has become a central gatekeeper for cross-border tech deals. Originally focused on defense and critical infrastructure, CFIUS now routinely reviews transactions involving data-rich platforms, AI, semiconductors, and cloud services—even when the target is a mid-market SaaS company.
Key triggers for CFIUS review include:
Foreign acquirer with ties to a “country of special concern” (e.g., China, Russia)
Access to sensitive personal data of U.S. citizens
Control over critical technologies or infrastructure
Other countries have followed suit. The UK’s National Security and Investment Act, Germany’s Foreign Trade and Payments Act, and similar regimes in Australia, Canada, and India now impose mandatory or voluntary filings for tech-related deals. These reviews can delay closings by 3–6 months—or longer—and in some cases, result in outright deal prohibitions.
For example, a European private equity firm seeking to acquire a U.S.-based SaaS company with healthcare data may face dual scrutiny from both CFIUS and the European Commission, requiring careful coordination and pre-deal planning.
2. Antitrust and Competition Law: A Moving Target in the Digital Economy
Antitrust regulators are increasingly skeptical of tech consolidation, especially when it involves platforms with network effects, data monopolies, or vertical integration. While traditional antitrust thresholds are based on revenue, regulators are now considering “killer acquisitions” and potential future competition—particularly in AI, fintech, and cloud computing.
In the EU, the Digital Markets Act (DMA) and Digital Services Act (DSA) impose new obligations on “gatekeepers,” and may trigger additional scrutiny for acquisitions by or of large platforms. In the U.S., the FTC and DOJ have signaled a more aggressive posture, even for deals that fall below traditional Hart-Scott-Rodino thresholds.
For founders, this means that even a modest acquisition by a larger strategic buyer could face delays or require behavioral remedies. In some cases, regulators may request divestitures or impose post-closing restrictions on data sharing or product bundling.
3. Data Privacy and Cross-Border Data Transfers
Data localization laws and privacy regulations are now a central concern in cross-border M&A. The EU’s General Data Protection Regulation (GDPR), China’s Personal Information Protection Law (PIPL), and California’s Consumer Privacy Act (CCPA) all impose restrictions on how data can be transferred, stored, and processed across borders.
During due diligence, buyers must assess:
Whether the target company complies with applicable data protection laws
Whether customer data can legally be transferred to the buyer’s jurisdiction
Whether new consents or contractual safeguards (e.g., Standard Contractual Clauses) are required
Failure to address these issues early can derail a deal or lead to post-closing liabilities. As we noted in Due Diligence Checklist for Software (SaaS) Companies, data compliance is now a core component of M&A diligence, not a peripheral concern.
4. Export Controls and Technology Transfer Restrictions
Export control laws can restrict the sale or transfer of certain technologies—especially in sectors like encryption, AI, semiconductors, and cybersecurity. In the U.S., the Export Administration Regulations (EAR) and International Traffic in Arms Regulations (ITAR) may apply even to software products, depending on their functionality and end-use.
For example, a U.S.-based cybersecurity firm with customers in the defense sector may require export licenses before transferring IP or customer contracts to a foreign acquirer. Similarly, a Chinese buyer may be blocked from acquiring a U.S. AI startup if the technology is deemed dual-use or critical to national security.
These restrictions can affect not only deal feasibility but also valuation. Buyers may discount offers to account for the risk of license denials or post-closing compliance costs.
5. Tax and Structuring Complexities
Cross-border deals often involve complex tax planning to optimize outcomes for both buyer and seller. Regulatory hurdles can influence whether a deal is structured as an asset sale, stock sale, or merger—and where the transaction is domiciled.
As we explored in Tax Law Changes And The Impact on Personal Taxes From Selling A Software Company, sellers must consider how cross-border structuring affects capital gains treatment, repatriation of proceeds, and withholding taxes. Buyers, meanwhile, must navigate transfer pricing rules, IP migration costs, and potential double taxation.
Firms like iMerge help clients model these scenarios early in the process, ensuring that regulatory and tax considerations are integrated into the deal structure—not treated as afterthoughts.
6. Local Employment and IP Laws
In many jurisdictions, local labor laws and IP assignment rules can complicate post-closing integration. For example:
In Germany and France, employee consultation requirements may delay closings
In India, IP created by contractors may not automatically transfer to the company
In Brazil, foreign ownership of certain tech assets may require local partnerships
These issues are particularly relevant in acqui-hire transactions or when acquiring development teams across multiple jurisdictions. Early legal review and local counsel coordination are essential to avoid post-closing surprises.
Strategic Takeaways for Tech Founders and Buyers
Cross-border M&A in the tech sector is no longer just a matter of valuation and synergy—it’s a regulatory chessboard. To navigate it successfully:
Start early: Regulatory risk should be assessed before the LOI stage, not after.
Map jurisdictions: Identify all countries involved—target, buyer, data location, IP ownership—and assess regulatory exposure in each.
Engage advisors: Work with M&A advisors and legal counsel experienced in cross-border tech deals. Firms like iMerge bring integrated expertise in valuation, structuring, and regulatory strategy.
Build flexibility: Consider dual-track processes, alternative buyers, or deal structures that mitigate regulatory risk.
As we’ve seen in recent transactions, the best-prepared sellers are those who anticipate regulatory hurdles—not just react to them. Whether you’re planning an exit or evaluating a strategic acquisition, regulatory readiness is now a core component of deal value.
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 Value a Software Company with Recurring Revenue
Valuing a software company with recurring revenue is both an art and a science. While the recurring nature of revenue streams—especially in SaaS and subscription-based models—offers predictability and stability, it also introduces nuances that traditional valuation methods may overlook. For founders, CEOs, and investors, understanding these nuances is critical to making informed decisions around exits, capital raises, or acquisitions.
This article explores the key drivers of valuation for recurring revenue software businesses, the methodologies most commonly used, and the strategic considerations that can materially impact deal outcomes.
Why Recurring Revenue Changes the Valuation Equation
Recurring revenue—whether monthly (MRR) or annual (ARR)—is the lifeblood of modern software companies. Unlike one-time license sales or project-based consulting, recurring revenue provides visibility into future cash flows, which reduces risk for buyers and increases valuation multiples.
In fact, according to SaaS Capital’s 2023 report, private SaaS companies with strong recurring revenue models can command revenue multiples ranging from 3x to 10x ARR, depending on growth, retention, and profitability metrics.
But not all recurring revenue is created equal. Investors and acquirers will scrutinize the quality of that revenue—its durability, scalability, and margin profile—before assigning a premium multiple.
Core Valuation Methodologies
There are three primary approaches to valuing a software company with recurring revenue:
1. Revenue Multiples (ARR or MRR)
This is the most common method for high-growth SaaS companies, especially those that are not yet profitable. The multiple applied to ARR or MRR depends on several factors:
Growth Rate: Companies growing 40%+ annually often command premium multiples.
Net Revenue Retention (NRR): A high NRR (e.g., 120%+) signals strong customer expansion and low churn.
Gross Margins: SaaS companies with 75%+ gross margins are more attractive to acquirers.
Market Position: Niche dominance or defensible IP can justify higher valuations.
For example, a company with $5M in ARR, 80% gross margins, and 50% YoY growth might be valued at 6–8x ARR, or $30M–$40M.
2. EBITDA Multiples
For more mature or profitable software companies, EBITDA-based valuation becomes relevant. Multiples typically range from 6x to 12x EBITDA, depending on growth, customer concentration, and capital efficiency.
As discussed in EBITDA Multiples Continue to Trend Lower, the market has seen some compression in EBITDA multiples due to macroeconomic headwinds, but high-quality software assets still command strong interest.
3. Discounted Cash Flow (DCF)
While less common in fast-growth SaaS, DCF can be useful for stable, cash-generating software businesses. It requires forecasting future free cash flows and discounting them back to present value using a risk-adjusted rate. DCF is sensitive to assumptions and often used as a cross-check rather than a primary method.
Key Metrics That Drive Valuation
Beyond the headline ARR or EBITDA, buyers will dig into specific KPIs to assess the health and scalability of the business. These include:
Customer Acquisition Cost (CAC) and Lifetime Value (LTV): A high LTV/CAC ratio (ideally 3:1 or better) indicates efficient growth.
Churn Rate: Low churn (under 5% annually for enterprise SaaS) signals product-market fit and customer satisfaction.
Rule of 40: The sum of revenue growth rate and EBITDA margin. A score above 40% is considered strong.
Contractual Terms: Multi-year contracts, auto-renewals, and upfront payments improve revenue visibility and working capital.
These metrics are often central to buyer diligence. As outlined in Due Diligence Checklist for Software (SaaS) Companies, preparing detailed KPI reports and cohort analyses can significantly streamline the process and build buyer confidence.
Strategic Considerations That Impact Valuation
1. Customer Concentration
Even with strong ARR, a company that derives 40%+ of revenue from a single customer may face valuation discounts due to perceived risk. Diversification across industries, geographies, and customer segments is viewed favorably.
2. Scalability of Infrastructure
Buyers will assess whether the current tech stack, team, and processes can support future growth. A scalable architecture and low customer support burden can justify higher multiples.
3. Ownership of IP and Codebase
Proprietary technology, clean code, and well-documented systems reduce integration risk and increase buyer confidence. Conversely, reliance on third-party tools or contractors can raise red flags.
Consider a fictional example: a vertical SaaS company serving the legal industry with $8M ARR, 85% gross margins, and 30% YoY growth. The company has 95%+ logo retention, a strong LTV/CAC ratio, and minimal customer concentration.
After a competitive process led by a firm like iMerge, the company receives multiple offers in the 6.5x–7.5x ARR range, ultimately closing at $60M (7.5x). The buyer, a private equity platform, values the company’s sticky customer base and opportunity for cross-sell within its portfolio.
In this case, the seller’s preparation—clean financials, detailed KPI dashboards, and a clear growth narrative—helped drive a premium outcome.
Final Thoughts
Valuing a software company with recurring revenue requires more than applying a multiple to ARR. It demands a nuanced understanding of the business model, growth levers, and risk profile. For founders and CEOs, aligning internal metrics with market expectations—and telling a compelling story around them—is key to maximizing value.
Firms like iMerge specialize in helping software companies navigate this process, from valuation modeling to buyer outreach and deal structuring. Whether you’re preparing for an exit or exploring strategic options, having the right advisory partner can make a material difference.
Use this insight in your next board discussion or strategic planning session. When you’re ready, iMerge is available for private, advisor-level conversations.
