I work with founders selling a software company, and with funds buying one.
Two exits of my own. I ran the sale of StarWind to DataCore end to end, from valuation through to close.
01 Exit readiness review
For founders of B2B software companies (infrastructure, SaaS, or AI-native) between $3M and $30M ARR who are thinking about selling in the next 12 to 24 months.
Valuation, data room, diligence, negotiation, close: the same process run on your company early, by someone on your side, before a buyer runs it on you and prices what he finds.
Valuation
A realistic range for your company today, with the comparables and the reasoning behind it.
What cuts the multiple
Everything a buyer will find in diligence and discount you for, ranked by what it costs you.
Fix list
What to repair in the next 12 months, in the order I'd do it.
Buyer map
10 to 15 likely acquirers, with the strategic logic for why each one would want you.
The session
90 minutes to walk through all of it, plus the written memo you keep.
If it turns into a live process, we talk about running it together: retainer plus success fee, agreed separately.
02 Diligence for investors
For PE funds, family offices, and strategic buyers looking at a B2B software target (infrastructure, SaaS, or AI-native).
I read the target the way an operator reads it. Whether the revenue survives without the founder. What churn looks like once you strip the accounting off it. Where the cost base breaks at twice the volume. Whether the team is still there a year after close.
Commercial read
Pipeline quality, pricing power, customer concentration, and how much of the growth is repeatable.
Operating read
Delivery, headcount, systems, and what snaps first when volume doubles.
First 100 days
What the integration actually requires, and who has to own it.
A verdict
In writing, including the version where I tell you to walk away.
I've sat on both sides of this table. Seller in two exits, angel in about 20 companies.
03 Go-to-market review
For founders whose product works and whose growth has stopped compounding. Usually the problem is not the product.
I built this engine once and ran it for 17 years, from the first customers through to Fortune 500 and government accounts. I read yours the same way, and tell you where the revenue leaks.
Pipeline
Where deals actually come from, and which sources you are wrong about.
Sales organisation
How the team is structured, compensated, and managed, and what that structure costs you.
Pricing
What you charge, what you could charge, and what discounting is doing to your multiple.
Marketing
What the spend returns, and the difference between activity and demand.
Fix list
What to change in the next two quarters, in the order I'd do it.
Everything here is also what a buyer prices. Fixing it early is the cheapest way to raise the number.
04 Operating across borders
For founders running one company through several entities, in several countries, with people who have moved at least once.
Where the work happens
Which people sit where, which entity employs them, and whether those two answers match.
Who decides
How a decision travels between entities, and where it stops.
The cost of the shape
What this many entities costs you in management attention, not in fees.
What breaks next
What snaps when you add a country, a currency, or fifty people.
What a buyer sees
The parts of the structure that turn into questions in diligence, and what they cost you there.
I ran this for 17 years across the US, the EU, the UK, and Ukraine, and moved a team across borders in 2022 without dropping the product.
I am not your lawyer, your auditor, or your tax adviser. I tell you how it actually works and where it will hurt.
05 Consultation
One problem, one hour. A raise, a pricing decision, an org that's stuck, a term sheet you don't like.
You lay it out, I tell you what I think and why. No deck, no follow-up deliverable.
Free 20-minute intro first if you want to check I'm the right person for it.
06 Why me
Co-founded StarWind Software and ran it as COO from 2008 until DataCore acquired it in 2025. 63,800+ deployments across 100+ countries. Fortune 500, Global 2000, and US government accounts.
I owned that sale and stayed on through the integration.
Before that, Rocket Division Software, co-founded in 2003 and exited through a venture fund. Both clean.
I kept payroll and shipping going through the 2022 invasion while moving the team across borders. Most of what I know about operating under pressure came from that year.
07 Book a call
Payment is handled at booking for the paid consultation. The intro is free.