Software base with source code, app prototype and documentation.
Growing SaaS platform for construction administration seeking capital and sales access.
App prototype with source code for club management, scheduling and communication.
Existing appointment booking app for practices and studios with codebase, user logic and first paying customers.
Stake in an established B2B software provider with existing clients, project pipeline and growth potential.
Growth stake in a consulting firm for SME security assessments.
Established IT provider with maintenance contracts, SME customers and recurring service revenue.
When buying a SaaS company, commercial metrics and technical substance must tell the same story. Buyers need to understand recurring revenue, retention and support demand alongside code ownership, infrastructure, security exposure and dependence on key people.
A SaaS company's value rests on recurring revenue, low attrition, defensible product rights and a technical operation that can be managed after completion. Derive MRR and ARR from active recurring agreements, separating setup, consulting and other one-off income, and review logo churn, revenue churn, expansion, cohorts, discounts and customer concentration.
Check employee and contractor assignments, repositories, brands, domains, libraries and open-source or third-party licences to establish the rights chain. Technical review should cover architecture, hosting, privacy, security, tests, monitoring, backups, recovery, scaling, support load and known technical debt rather than only a product demonstration.
Test deployment, billing, support, incident response and recovery before completion. Repositories, cloud services, monitoring, backups, vendors, key people, customer communication and roadmap ownership need a documented cut-off plan, with production access rotated under controlled responsibility.
Keep the search broad enough to find adjacent opportunities, then compare the same evidence across each listing. Continue with Software company or IT & software, or return to all companies for sale.
Derive both measures from active, genuinely recurring agreements and separate setup, consulting and other one-off income. Apply consistent treatment to discounts, trial accounts, overdue payments and non-standard contract terms.
Review logo churn, revenue churn, expansion and net revenue retention by customer group and cohort. One blended figure can hide stable small clients alongside material risk in a few large contracts.
Check employee and contractor agreements, repositories, brands, domains, libraries and open-source or third-party licences. Technical access alone does not establish that the target owns every right needed to operate the product.
Review architecture, hosting, security, privacy, tests, monitoring, backups, recovery, scaling and known technical debt. An independent assessment should examine the live operation rather than only a product demonstration.
Test deployment, billing, support, incident response and recovery together. Access, key people, external providers and customer communication need a documented cut-off plan with clear responsibilities.
