Increasing valuations at exit through efficient growth

At Exit Point Partners, we combine advisory and execution to help optimize growth-stage B2B SaaS and tech-enabled services companies to achieve stronger, efficient-growth enabled, outcomes no matter where they are in their maturity

Six Overlooked Challenges for Growth Technology

In today’s market, tech businesses with efficient growth are rewarded with valuations that are 30-50% higher. To achieve this, leaders must balance revenue growth and cash generation by optimizing execution, profitability and talent.

Technology companies have rightly focused on sales, marketing and product to drive growth; but in our experience across more than 50 companies, these are the six overlooked challenges to drive efficient growth and exit valuation

rapid execution

Not moving quickly enough against the key priorities of the business is often an indicator of a leadership team that is missing alignment, accountability and the right ongoing cadence to drive results  

finance rigor

Finance has to level up to enable efficient growth, and many finance teams are not prepared. The need to tightly manage cash, predict the future, provide the right data, assess investments and build scalable business support capabilities (process and systems) is critical

Pricing and Packaging

Non-standard contracts, a complex price book, no natural upsell path and low NRR indicate that pricing and packaging is failing to capture a product’s true market value. Listen to current and potential customers about what they value most and develop packages to drive higher ACV

value from M&A

Having made an acquisition, quickly achieving the right integration with a management team that is accountable for driving value creation can be challenging, especially when most companies lack the in-house skills. In the worst case scenario, the acquisition becomes a distraction to the performing core business

workforce and cost optimization

Labor cost is the biggest driver of tech company’s expense base, but typically there is no workforce strategy. What is the optimal mix of outsourcing, offshoring, on-demand, tech enabled and US based talent? Similarly, hosting and SaaS spend can be out of control and a significant impact to gross margin and EBITDA

exit readiness

CEOs and CFOs should be planning 12-18 months ahead of a potential exit. Tune the business for growth and profitability—efficient growth—and get the data in shape to withstand buyer diligence. Do not leave the low-hanging fruit for the next investor

Our Past Clients

How Exit Point Partners Can Help

Proven strategies for growth, profitability and value realization

Operational Execution

Executing at pace begins with leadership being one team to drive alignment and accountability. Where this does not exist, we help establish the foundation before moving to a weekly cadence of execution against quarterly objectives

M&A Diligence

We take a rigorous and defined approach to diligence, assessing both the financial and commercial opportunity in a way that builds alignment in the executive team around how value will be created

Finance excellence

Our methodology rapidly identifies where gaps exist in data, planning, accounting close and cash compared to the desired state, and employ best practices to address those gaps. And if faced with a crisis, we are experienced fire-fighters

pricing and packaging

We utilize a solid fact base of buyer/customer insights that is understood by an empowered pricing committee to develop new pricing and packaging structures that will resonate both internally and externally. Don’t underestimate the internal change management effort to execute successfully

M&A Integration

Integration planning starts before the deal closes. We focus on quickly building alignment and ownership across the leadership team for the acquisition, and from there, establish a detailed plan with clear ownership that can be driven to completion in 90 days

workforce transformation

This is not a RIF. It is about building a new normal for the most efficient and effective workforce to grow a business. Done right, this will be a positive boost to the company culture and capabilities

cost optimization

Bringing analysis and discipline to cost review will typically surface 3-5% of a cost base that can be eliminated with little hardship. We bring independence and an outside perspective to the review, but our work is still structured as discovery based engagements so we are collectively able to get to action quicker

M&A - synergy capture

To achieve the 1+1=3 of your investment thesis, it is essential to break down synergies into actionable activities with assigned leadership responsibilities. Unlike integration planning, planning for synergy realization often occurs in the first 30 days post close

exit optimization

The best time to think about selling a business is 18-24 months in advance of a transaction. With a solid foundation in data, we work to recommend proven strategies that will increase (revenue and cost opportunities) or safeguard (data readiness) exit valuation

Our Engagement Types

Interim/Fractional

Project

Advisory/Coaching

Risk Sharing

Case Studies

$250m + B2B Horiztonal SaaS

Results: $35m+ revenue growth, EBITDA from (1%) to 20+%

Advised on:

  • M&A diligence, integration planning, synergy capture for product add-on acquisition
  • Price uplifts
  • Operational clarity through metrics
  • Liquidity management.

$60m + B2B Horiztonal/Vertical SaaS

Results: 20% revenue growth, EBITDA from (5%) to 20+%

Advised on:

  • Forecasting accuracy
  • Outsourcing and offshoring
  • Price uplifts

$15m + B2B Vertical SaaS

Results: 30% revenue growth, 30% uplift to base, increased win rate

Advised on:

  • Onboarding and coaching new CFO
  • Pricing strategy
  • Finance excellence including data accuracy, forecasting and cash management