Make your SaaS exit-ready

He sold a non-growing company with $5M EBITDA to a strategic buyer and remains fully engaged in driving its growth with the new owner on board.

Areas he can help with:

1. Aligning co-founders and other shareholders before an exit so everyone pulls in the same direction.
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2. Structuring the relationship with the buyer for the post-exit collaboration period.
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3. Negotiating deal terms—what’s worth fighting for and what to let go.
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4. Preparing the organization for the “ownership change shock” and helping the team build trust in the new leadership.
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5. Choosing the right exit advisors—or running the sale process effectively on your own.

He has completed several highly successful exits and approaches SaaS sales from both a CEO and CFO perspective.

Areas he can help with:

1. Deal-ready preparation - he doesn’t just create professional investor teasers; he also prepares the leadership team for investor conversations. He knows what funds ask and how to shape the narrative so the team feels confident in the “hot seat.”
   
   
2. Operational audit and “clearing the path” - he helps clean up structure, leadership-team tensions, and risks that can blow up a deal at the finish line.
   
   
3. Negotiation support (SHA / SPA) - he advises founders on what’s truly worth negotiating in shareholder and sale agreements, helping them avoid clauses that only start hurting years later (e.g., around earn-outs).

He played a central role in the operational execution of an exit. He has been through three due diligence processes and brings hands-on experience across the full transaction journey—from lead to cash.

Areas he can help with:

1. Operationally preparing a SaaS for an exit - removing potential “landmines” and preventing deal fatigue across the team.
   
   
2. Preparing the Revenue Movement and Tech Due Diligence without sacrificing valuation.
   
   
3. Protecting critical assets to prevent customer churn in the period between signing and closing.

He sold Surfer to a strategic acquirer and continues to help scale it alongside the new owner.

Areas he can help with:

1. How to proactively source buyers, initiate M&A outreach, and reach the right decision-makers effectively?
   
   
2. How to craft an investment narrative (“exit story”) that highlights the company’s potential and boosts valuation (or at least increases the chances of closing a deal)?
   
   
3. How to prepare funnels and metrics for marketing due diligence so the investor has no grounds to justify a lower price?
   
   
4. How to plan internal communication to “sell” the acquisition to the team and prevent a wave of departures after the ownership change?
   
   
5. How to translate hard marketing data into investor language- showing clear, ready-to-scale potential post-acquisition?

He acquired a SaaS business ($5M ARR), scaled it to $10M ARR, and sold it to a global fund to help build a category leader in Europe. After the transaction, he joined the group’s board. Since then, he has completed 4 acquisitions and is responsible for integrating acquired companies and running due diligence processes.

Areas he can help with (examples):

1. Scaling a SaaS from acquisition to exit-growing ARR and preparing the company for a sale to an investor.
   
   
2. Executing the transaction - selling a SaaS business within a consolidation strategy environment.
   
   
3. M&A in practice - owning end-to-end acquisition processes (target assessment, due diligence, and post-acquisition integration).

He went through an exit end-to-end and successfully sold the company in a dual-track model (growing the business while running investor conversations in parallel).

Areas he can help with:

1. Building an exit strategy—from crisis management through to closing the deal.
   
   
2. Reshaping the C-level team to make the company exit-ready.
   
   
3. Increasing competitiveness and driving valuation uplift.
   
   
4. Negotiating terms and defending valuation during due diligence.

Within a few months, she took over leadership of a SaaS business from its founder. She led a reorganization that reduced headcount by 40% while increasing operational effectiveness.

Areas she can help with:

1. Exit preparation from a successor’s perspective - how to design a handover process that isn’t just a formality, but a real opportunity for the organization to grow.
   
   
2. Exit communication - how to plan internal and external communication so it’s transparent and clear; an exit isn’t “business as usual,” it’s a fundamental change.
   
   
3. Building efficient processes and distributing ownership and accountability across the team.

The financial architect of a SaaS exit. He knows how to prepare your finances so the company is credible - and resilient to buyer attempts to negotiate the price down.

Areas he can help with:

1. Transforming traditional accounting into SaaS management reporting that global investors understand.
   
   
2. Setting up a process to catch inconsistencies between invoicing/billing and CRM data.
   
   
3. Managing Vendor DD and uncovering your “skeletons in the closet” before a buyer does.
   
   
4. Building a credible ARR and churn forecast waterfall.

He has completed three successful exits in different formats and brings hands-on experience with the common “traps” that can derail a deal.

Areas he can help with:

1. Timing and building competition in the process - how to keep multiple buyers at a similar stage, reduce exclusivity risk, and maintain negotiating leverage.
   
   
2. Deal structure and “cash to your account” - how to translate the valuation multiple into real proceeds for shareholders, and where money most often “leaks.”
   
   
3. Negotiation risks and what to avoid - how not to weaken your position, and how to secure key terms beyond price.
   
   
4. Succession planning - how to transition the founder out while keeping the company growing and increasing revenue.

He has been through three exit processes and successfully sold a SaaS business to a corporate buyer.

Areas he can help with:

1. Defining and structuring key investor metrics and ensuring data consistency across systems and reports.
   
   
2. Preparing the company end-to-end for a sale process - from investor materials and the data room to organizational readiness for due diligence.
   
   
3. Building a compelling M&A narrative that connects the numbers with the company’s long-term story.
   
   
4. Planning actions that reduce the risk of negotiations breaking down.

He scaled a SaaS business to PLN 45M ARR and successfully sold it to a strategic investor.

Areas he can help with:

1. Choosing the right buyer.
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2. Looking beyond price and the SPA—what key terms and collaboration arrangements should be secured before selling the company.
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3. Structuring the post-exit relationship to preserve autonomy.