Stand up an inorganic-growth capability end to end: acquisition thesis, proprietary target sourcing, SaaS valuation, LOI, and the diligence checklist that gets you to a signable deal.
Decide why you are buying at all, and write the mandate that every downstream sourcing, valuation, and diligence decision will be measured against.
Pressure-test that acquisition is the right vehicle before you spend a quarter sourcing.
Define the strategic rationale (talent, product, market, ARR)
A real acquisition thesis names 2-3 core value drivers and backs each with quantifiable data, not a vague "expand TAM" gesture. In 2025, 72% of SaaS M&A targets referenced AI…
Score Build vs Buy vs Partner
Acquisition is the most expensive and least reversible of three options, so every capability gap should be scored against Build and Partner before you commit corp-dev cycles. The…
Map the inorganic-vs-organic growth gap
Acquisition only earns a budget line if there's a growth gap organic execution can't close. In 2025, 62% of lower-middle-market SaaS transactions were strategic acquirers (up from…
Convert the thesis into a board-approved mandate with money, authority, and guardrails.
Write the board-approved acquisition mandate
The mandate is the constitution of your program — it turns a thesis into a fundable, governable initiative with explicit authority limits. Without it, corp-dev chases shiny…
Stand up the deal team and external bench
Acquisitions are run by a small internal core plus a pre-vetted external bench you can mobilize in days, not weeks. Lining up advisors before you have live deals avoids the…
Build a large screened target universe and a proprietary deal-flow engine, because proprietary buyers pay 0.5x-1.5x EBITDA less than auction buyers.
Translate the mandate into a 300-2,000 company long list with hard screening criteria.
Write the one-page deal-flow thesis and screen
The deal-flow thesis is the operational sibling of the strategic thesis — it is the mechanical filter sourcing runs against. The 2025 best practice is to write a one-page thesis…
Build the scored target shortlist
A long list of 1,000+ companies is unworkable for outreach; you need a transparent scoring model that ranks it to a 30-60 company shortlist you can actually pursue. Scoring forces…
Draw the market map of the target category
A market map turns a flat target list into a strategic picture — clusters, white space, and consolidation plays you'd miss in a spreadsheet. It also reveals roll-up logic: where…
Run multi-touch outreach and a target CRM so most of your pipeline is off-market.
Stand up the target CRM and pipeline stages
Proprietary sourcing is a relationship-nurture motion that runs for months, so it needs a system of record — not a spreadsheet that dies on the deal lead's laptop. Corp-dev teams…
Run the multi-touch proprietary outreach sequence
Proprietary deal flow is the single highest-leverage move in buy-side M&A: buyers who source off-market pay 0.5x-1.5x EBITDA less than buyers competing in broker auctions, and…
Instrument pipeline metrics and a weekly review
A sourcing engine without metrics is a hobby. Instrument the funnel so you know whether 800-2,000+ touches are actually producing pipeline, and run a weekly pipeline review…
Put a defensible number on a target using SaaS-native methods, then design a structure that protects you on downside while bridging valuation gaps.
Triangulate value across ARR multiples, Rule of 40, and comparables.
Run the ARR-multiple and comparables valuation
SaaS is valued primarily on forward revenue multiples, not earnings, so EV/ARR is your anchor. In 2025 the median private SaaS company traded at roughly 4.5-5.3x ARR, with the top…
Apply Rule of 40 and quality adjustments
A raw ARR multiple ignores quality of growth. The Rule of 40 (growth rate + profit margin >= 40%) is the standard efficiency filter, and in Q4 2025 each 10-point improvement in…
Build the integrated three-statement / DCF cross-check
Multiples tell you what the market pays; a cash-flow model tells you what the business is worth to you. For any target with positive or near-positive cash generation, build a…
Design consideration mix, earnouts, and accretion/dilution that protect the buyer.
Design the consideration mix (cash, stock, earnout)
Headline price and structure are different levers. SaaS deals increasingly use a three-part consideration — cash, equity, and earnout — to bridge valuation gaps and keep founders…
Model accretion / dilution and synergies
Before the board approves, you must show whether the deal is accretive or dilutive to your key per-share / per-dollar metrics after financing and synergies. For an unprofitable…
Move from interest to an exclusive, signable LOI — the gate that earns you the right to deep diligence.
Float a non-binding price range and qualify mutual fit before committing legal spend.
Build the target dossier and first-meeting plan
Before you put a number in front of a founder, assemble a target dossier so your first meeting is high-signal, not discovery 101. Management-meeting quality directly drives…
Issue the non-binding Indication of Interest
The IOI is a short, non-binding letter that floats a valuation range (not a point), high-level structure, and process intent. It comes before the LOI in a two-step process: the…
Sign mutual NDA and request the initial data set
Between the IOI and the LOI you need enough information to firm up your number, but not so much process that you scare a founder who isn't running an auction. A mutual NDA plus a…
Negotiate an exclusive LOI that sets the deal's terms and the diligence runway.
Negotiate and execute the LOI / term sheet
The LOI is the roadmap of the deal — it moves you from interest into final diligence and definitive agreements. Most of it is non-binding (~90%); only exclusivity,…
Build the diligence plan and data-room request list
Exclusivity is a countdown — typically 45-90 days — so the moment the LOI signs, a pre-built diligence plan keeps you off the critical path. The plan sequences workstreams (QoE is…
Run the multi-workstream diligence that confirms the thesis, validates the numbers, and surfaces the risks that re-price or kill the deal.
Validate that the revenue is real, durable, and as represented.
Run commercial diligence on revenue durability
Commercial diligence answers the question that valuation assumed: is this revenue real and durable? You test the customer base, retention mechanics, and pipeline so the ARR you're…
Run financial diligence and Quality of Earnings
Financial diligence is anchored by the Quality of Earnings (QoE) report — the largest single workstream, ~30% of total effort. A mid-market financial DD runs 4-6 weeks across…
Validate the SaaS metric stack against raw data
Seller decks report flattering SaaS metrics; diligence reconciles every headline number to raw billing, CRM, and product data. The metrics that drove your valuation — NRR, CAC…
Verify the product, the contracts, and the team that make the thesis real.
Run technical and security diligence
Technical diligence assesses whether the platform's architecture, infrastructure, and scalability support the thesis, and surfaces the technical debt and security vulnerabilities…
Run legal, IP, and people diligence
Legal diligence confirms the company owns what it sells and isn't carrying hidden liabilities, while people diligence protects the human asset you're actually buying — especially…
Convert clean diligence into a signed deal and a running start on integration, where most acquisition value is won or lost.
Translate diligence into final price and a signed SPA.
Negotiate final price and re-trade on diligence findings
Exclusivity exists so you can do real diligence — and real diligence almost always surfaces something that justifies an adjustment. The disciplined buyer re-trades only on…
Execute the SPA and reps & warranties
The Share/Asset Purchase Agreement (SPA) is the binding contract the whole process was building toward. Where the LOI was 90% non-binding, the SPA is fully enforceable: price,…
Take the deal to the board for final approval
The mandate set the board as the final gate at signing, so the deal converges into a single board approval memo that lets directors say yes with confidence. A good memo is…
Hand a signed deal to integration cleanly and improve the acquisition engine.
Hand off to integration with a Day-1 plan
Most acquisition value is won or lost after signing, so the handoff from deal team to integration must be deliberate — not an email tossing the SPA over the wall. The integration…
Lock the synergy-realization tracker and owners
The synergies in your accretion model were promises; this task makes them commitments. Most acquisition value is lost when modeled synergies never get an owner or a date, so…
Run the deal post-mortem and tune the engine
An acquisition program is a rhythm, not a one-off — and it only compounds if you learn from each deal (and each pass). The post-mortem closes the loop: did the thesis hold, was…
