Inorganic Podcast

The business development function in early-stage SaaS companies tends to be a ‘catch all’ for partnerships, competitive intelligence, and increasingly, identifying potential acquisition targets. In a world where 90% of startups fail and of those that succeed, 90% exit to a strategic versus going public, every successful startup should know what potential acquisitions (of any size) can do to accele...

There are plenty of playbooks for developing an M&A strategy, but the kind of strategy that is best for one SaaS company versus another is less clear. For example, should one only buy tech they can integrate behind the scenes, or should you add new products that stand alone? How far outside your product focus should you expand, especially when pre-IPO? People are an important element of M&...

When is the right time to expand internationally? What are the moving parts of growing a SaaS company in a foreign territory that operates at a different timezone when you don't have market proof or boots on the ground?  In today's episode, Marcel Hollerbach visits us to talk about how it is to land in the U.S. market from the other side of the pond. Marcel is the Chief Innovation Officer and...

As a SaaS or startup founder, aren't you curious about how it is on the other side of an M&A?  Today, in our first episode together, I'm joined by Juan Mejia , Managing Director at BrightTower, to explore the sell side of an M&A, unpack a banker's role in it, and analyze the relational component of these operations. Juan started his journey as an IT guy, went in and out of business sc...

Building a great M&A funnel starts with top of the funnel. Just as it is in sales, you need to cast a wide net at the top and make sure you advance both the right companies and relationships from top to bottom. Not all opportunities are are equal, some are sourced organically and some through banker led inbounds. Some have time urgency and some may require a long time to develop. What are othe...

In venture-backed SaaS companies that are (generally) under $200M in revenue, it is a luxury to have someone dedicated to corporate development. When it becomes a need the c-suite often reaches for someone with subject matter expertise on the business and good business acumen, but limited experience in running an M&A function. Even if you have some experience with M&A, running it inside a...