Practice 03 · Corporate Development

Both sides of the table.

One practice, two directions: helping technology companies acquire strategically, and helping owners prepare for and execute a transaction. We come from the buy-side, so it is the same work seen from either chair.

01

Acquiring

For companies, platforms, and operators buying software businesses. Tell us what a good target looks like and opportunities reach you screened against that thesis, often before a process exists. We facilitate both sides; decisions stay with the principals.

Your criteria, on file
Product, size, geography, revenue model. One short call puts your thesis on our desk, and every company we touch gets read against it. When something fits, you hear about it. When nothing fits, you hear nothing.
Acquisition strategy
What to buy and why: the adjacencies worth owning, the build-versus-buy question, and the profile of company that would be additive rather than merely available.
Sourced where processes start
We speak with founders every week through our growth work. Some are years from any decision; some are ready now. You hear about the ready ones early, before a banker builds an auction around them.
Acquisition support
The approach, the early conversations, and coordination through diligence, so a live target does not stall because nobody owned the next step.
02

Exits & strategic capital

For owners preparing for, or running, a strategic transaction. We know the acquirers, funds, and long-term owners behind these deals, and we put the right ones across the table from you: matched to fit, introduced warm, anonymized until you approve a specific party. The decisions stay yours.

The buyer & investor map
A researched short list of the firms that would genuinely fund or acquire a company like yours, with the reasoning behind every name. Not a database dump: a read.
Buyer outreach
An anonymized profile taken to approved parties, one at a time, so interest is created deliberately rather than assembled from whoever happened to call.
Strategic investor introductions
Where capital rather than a sale is the right answer, introductions to investors who understand software economics and the stage you are at.
A dedicated capital channel
Investor and acquirer inquiries route to us. First calls are taken and screened, and you get a periodic log of every approach and where each relationship stands.
Transaction support
Negotiation preparation before every meeting, and diligence coordination end to end, so requests get answered without eating the founder's calendar.
03

Exit preparation

The term sheet is not the finish line. Between the handshake and the wire, someone goes through everything: revenue quality, retention, concentration, founder dependence, metrics that do not reconcile. Every weakness found in that room costs you, in price, in terms, or in the deal itself. We run that read on you first, while there is still time to change the answer.

01

Diligence

The buy-side read, run on you first.

02

Rank

Deal killers and multiple cutters, separated from noise.

03

Fix

A working cadence pointed at the date, on real work.

04

Rehearse

Your numbers and your story, tested before the room is real.

A note on timing

You do not have to be selling.

A deal is one event in a longer arc. Most of this practice happens years before a transaction, and some of it never leads to one. Knowing who the strategic parties in your market are, what they pay for, and where your company would be discounted is useful whether you sell in two years, buy a competitor instead, or simply keep running the business with better information than you had.

An exit should be an outcome of a relationship, not the reason it started. Companies that come to us for growth or transformation often arrive at this practice later, in a much stronger position than they would have been.

Start here

Tell us what you're trying to accomplish.

Buying, preparing, or just wanting to know who the parties in your market are. Every conversation is confidential.

Start a conversation

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