Sell A Business In The Technology Industry

“The business will be delivered with a normalized level of working capital.”

Die ander inligtingstegnologiebedryf word op honderde miljarde dollars gewaardeer, en die mark toon steeds sterk, bestendige saamgestelde jaarlikse groeikoerse (CAGRs), grootliks aangedryf deur die wêreld se toenemende afhanklikheid van tegnologie en die groeiende aantal digitale transformasie-inisiatiewe.

El sector de las demás tecnologías de la información está valorado en cientos de miles de millones de dólares, y el mercado sigue registrando unas tasas de crecimiento anual compuesto (CAGR) sólidas y constantes, impulsadas en gran medida por la creciente dependencia mundial de la tecnología y el número cada vez mayor de iniciativas de transformación digital.

The Other Information Technology industry is valued at hundreds of billions of dollars, and the market continues to show strong, steady compound annual growth rates (CAGRs), largely driven by the world’s increasing dependence on technology and the growing number of digital transformation initiatives.

Selling a part of your business is more than achieving the highest valuation. A good exit strategy should consider timing, deal terms, personal wealth, growth, and the right buyer or partner.

Selling a business can open the door to more than a new phase. It can change how you think about what you built, who you built it with, and what you want to do next.

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Most business owners don’t wake up one day and decide to sell their company. The decision is usually years in the making.

In today’s dynamic financial landscape, many business owners are seeking innovative ways to secure a comfortable retirement. One sometimes-overlooked strategy is mergers and acquisitions (M&A), which can be used by business leaders, savvy investors, and entrepreneurs to build wealth over time. When strategically executed, M&A tactics can help you to facilitate portfolio growth, generate passive income, and ultimately contribute to a more secure and prosperous retirement.

Benchmark International is pleased to announce that two outstanding members have been recognized as winners in the 17th annual Emerging Leaders Awards. Congratulations go to Eric Kolesnikov, Associate Transaction Director, and Lindsey Price, Marketing Specialist, on this well-deserved achievement.

The prospect of a merger or acquisition can create tension among employees involved in the transaction. However, this does not have to be the case. When managed thoughtfully, employees may find themselves looking forward to the upcoming changes rather than feeling anxious or uncertain. It is essential to evaluate how a deal might influence employee productivity and to adopt a leadership style that fosters motivation, open communication, and overall satisfaction during periods of significant transition. Try to empathize with your employees’ perspectives, recognizing their potential concerns about job security, alterations in their roles, and the emotional toll these changes may entail.  There is a common perception that mergers frequently lead to job cuts, which can heighten stress levels. Nevertheless, layoffs are not an inevitable outcome of every merger; sometimes, the results can be quite the opposite. People should always remain a central focus during such transactions, and neglecting this aspect could lead to a significant drop in your business’s valuation, adversely affecting the overall deal. A vital practice in mergers and acquisitions is to assess how your employees will be influenced both prior to and after the completion of the transaction.

You have worked so hard and so long to build your business. You deserve to make the most of the time that comes after successfully selling it to the right buyer. You have likely grown accustomed to dedicating your time and energy to your company, which may make it challenging and cause you to feel uncertain when navigating the new era that follows your exit. Some owners find this time easier to sort out than others. But it's okay to feel unsure about what you should be doing now, after years of pouring your life into your company. You know that it's time to focus on the future. But what exactly does that entail? Here are some important places to start.

When a business comes with a clear, documented playbook, it instantly becomes more attractive to buyers. Buyers want confidence that an acquisition will run smoothly, and nothing provides that assurance quite like transparent processes, defined roles, and transferable knowledge. For lower middle-market companies, especially, a playbook can mean the difference between attracting competitive offers or facing buyer hesitation.

The multi-billion-dollar healthcare technology industry continues to thrive at impressive compound annual growth rates (CAGR) year after year. There is an increasing number of investments and initiatives supporting digital health, healthcare IT infrastructure, big data analytics, artificial intelligence (AI), electronic health records (EHR), and several other areas of advancement.

El sector de la tecnología sanitaria, que mueve miles de millones de dólares, sigue creciendo año tras año a un ritmo impresionante. Cada vez hay más inversiones e iniciativas en apoyo de la salud digital, la infraestructura de TI sanitaria, el análisis de macrodatos, la inteligencia artificial (IA), la historia clínica electrónica (HCE) y otras áreas de avance.

La industria mundial de servicios de tecnologías de la información (TI) está formada por empresas multimillonarias que abarcan múltiples sectores, incluidas muchas con ingresos de cientos de millones de dólares y áreas de interés concentradas, así como empresas más pequeñas que se centran en nichos de mercado y regiones geográficas específicas.

Benchmark International is pleased to announce that our very own Kayla Sullivan has been named an Emerging Leader by The M&A Advisor’s 16th Annual M&A Awards. This award is given to a distinguished group of rising stars shaping the future of mergers & acquisitions, restructuring, and corporate finance.

When it comes to timing the sale of a company, you'll never know if it's too soon, but you'll know for sure when it's too late. Of course, you don’t want to sell too soon and leave money on the table. However, if you wait too long and sell too late, you can lose any advantages you may have with potential buyers. So, what’s the answer? There isn’t one answer. There are multiple factors to consider, and some may be more important than others depending on the business and its circumstances. Every business is different, and every industry brings its own challenges and benefits. But there are some steps you can take to put yourself in the best position to sell.

ESOPs have a special place in the business world. There's a bit of mystery around them as they are outside of typical business structures, and many need to understand how they work, much less their role in an M&A transaction. Some ESOPs seeking to sell are curious if they can do so with an ESOP in place. Others looking to buy or be bought out by an ESOP aren't sure of the proceedings. Fortunately, Benchmark has managed both situations and can navigate deals with these added layers of complexity.