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Strategic Sale of a Software Company

Strategic Sale of a Software Company

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what's the problem?

A leading B2B software company was at a strategic crossroads. Despite strong growth, its board of directors and management team held differing views on the company’s future—one group advocating for continued independent growth, the other pushing for a strategic sale. Tensions rose as inbound interest from multiple acquirers increased. The board hired Edge to navigate these complex dynamics and manage a potential sale process.

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our approach

Edge was brought in with a dual mandate:

  • Resolve internal misalignment between the board and management regarding the company’s future.
  • Lead a structured sale process to maximize value and ensure a smooth transaction with a strategic buyer.

Our approach included:

  • Conducting stakeholder interviews to uncover goals, priorities, and concerns.
  • Establishing a unified process framework to build trust across all parties.
  • Running a targeted outreach and qualification process with potential buyers.
  • Leading negotiations while advising on key legal and commercial terms.

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Findings

  • Internal friction stemmed from differing risk tolerances and unclear roles in the decision-making hierarchy.
  • Several strategic buyers were ready to move forward but needed stronger alignment from the company’s leadership to proceed confidently.
  • Key contract terms and post-sale roles for management were potential deal blockers.

    • ‍

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    SOLUTION

    Edge facilitated a structured decision-making process that brought clarity and alignment between the board and executive team. We:

    • Created consensus around sale criteria and buyer fit.
    • Acted as the central point of communication between buyers, board, and management to reduce friction and increase efficiency.
    • Advised on deal terms and negotiated directly with potential acquirers, focusing on strategic fit, valuation, and long-term incentives.

    ‍

    ‍

    results

  • The company was successfully sold to a strategic acquirer at a compelling valuation.
  • All key stakeholders—board, management, and employees—were satisfied with the outcome.
  • The deal structure included favorable terms on retention, earnouts, and cultural alignment, setting the stage for a smooth transition.

    • .

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    conclusion

  • This case underscores Edge’s ability to drive alignment among stakeholders, manage complex negotiations, and deliver results under pressure. By combining rigorous process management with strategic advisory, Edge ensured a successful exit for all parties involved.

    • ‍

    ‍

    what's the problem?

    A leading B2B software company was at a strategic crossroads. Despite strong growth, its board of directors and management team held differing views on the company’s future—one group advocating for continued independent growth, the other pushing for a strategic sale. Tensions rose as inbound interest from multiple acquirers increased. The board hired Edge to navigate these complex dynamics and manage a potential sale process.

    ‍

    ‍

    our approach

    Edge was brought in with a dual mandate:

    • Resolve internal misalignment between the board and management regarding the company’s future.
    • Lead a structured sale process to maximize value and ensure a smooth transaction with a strategic buyer.

    Our approach included:

    • Conducting stakeholder interviews to uncover goals, priorities, and concerns.
    • Establishing a unified process framework to build trust across all parties.
    • Running a targeted outreach and qualification process with potential buyers.
    • Leading negotiations while advising on key legal and commercial terms.

    ‍

    ‍

    Findings

  • Internal friction stemmed from differing risk tolerances and unclear roles in the decision-making hierarchy.
  • Several strategic buyers were ready to move forward but needed stronger alignment from the company’s leadership to proceed confidently.
  • Key contract terms and post-sale roles for management were potential deal blockers.

    • ‍

    ‍

    SOLUTION

    Edge facilitated a structured decision-making process that brought clarity and alignment between the board and executive team. We:

    • Created consensus around sale criteria and buyer fit.
    • Acted as the central point of communication between buyers, board, and management to reduce friction and increase efficiency.
    • Advised on deal terms and negotiated directly with potential acquirers, focusing on strategic fit, valuation, and long-term incentives.

    ‍

    ‍

    results

  • The company was successfully sold to a strategic acquirer at a compelling valuation.
  • All key stakeholders—board, management, and employees—were satisfied with the outcome.
  • The deal structure included favorable terms on retention, earnouts, and cultural alignment, setting the stage for a smooth transition.

    • .

    ‍

    ‍

    conclusion

  • This case underscores Edge’s ability to drive alignment among stakeholders, manage complex negotiations, and deliver results under pressure. By combining rigorous process management with strategic advisory, Edge ensured a successful exit for all parties involved.

    • ‍

    ‍

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