Episode 105: Why Tech M&A Is Stronger Than the Headlines Suggest | CEO's Desk

In this episode of the Tech M&A Podcast, we chat with Luis Landgrave, co-founder of Algebraix, an edtech and fintech company serving private schools across Latin America, with a primary focus on Mexico. Over nearly two decades, Luis helped build Algebraix into a school management platform with an integrated fintech arm that processes tuition and payments on behalf of schools — momentum that ultimately led to a successful sale through Corum after years of inbound interest from investors and acquirers. Luis shares how a Corum seminar in Mexico City planted the seed nearly a decade before he was ready to sell, and how an early deal that fell through made the second, advisor-led process far smoother. He offers candid advice on the demands of financial due diligence, the importance of getting your reporting in order before going to market, and the emotional discipline required when deal terms shift mid-negotiation. He also reflects on the realities of post-exit life — from deferred payments and multi-year earnouts to the reduced control and renegotiation that can come with a two-year transition. Takeaways Plant the seed early: A Corum seminar in Mexico City sparked the idea nearly a decade before Luis was ready to sell — selling was always the goal, never a legacy to pass down. The turning point can be a business-model shift: Adding payment processing around 2017–2018 accelerated revenue and made the company far more attractive to buyers. A first attempt that falls through still teaches you: A 2021 approach from a Brazilian acquirer didn't close, but it made the second, Corum-run process much smoother. A competitive process improves terms: Even with just one official offer, having other interested buyers in play tightened the LOI and held due diligence to a 90-day timeline. Due diligence is the heavy lift: For founders who are engineers rather than finance experts, producing the reports that PE-background buyers demanded was the most taxing part. Get your numbers in order first: The more prepared your reporting and financials, the less pressure and rework once offers start coming in. Align with your partner and stay centered: Selling is an emotional rollercoaster as terms move on and off the table — shared objectives keep you steady. Plan for the transition: A two-year earnout means deferred payments, reduced control, and even some renegotiation — know what you're signing up for. Timestamps 00:00 – Introduction: Luis Landgrave and Algebraix 00:44 – An edtech + fintech platform for private schools in Mexico 01:01 – First learning about Corum: a seminar in Mexico City 01:58 – The long gap: staying in touch over nearly a decade 02:29 – The turning point: payment processing and faster revenue growth 03:03 – A 2021 approach from a Brazilian acquirer — and why it didn't close 03:29 – Round two with Corum: a smoother, time-bound 90-day process 04:33 – The hardest part: due diligence and producing reports 05:26 – Buyer-side negotiation: in-house experience and the Corum advisor 06:03 – Inside the buyer: a startup with a search-fund track record 06:41 – Choosing the acquirer: business-model fit, cross-selling, and timing 08:03 – Advice for LatAm founders: partner alignment and preparation 09:32 – Bringing in local M&A and tax counsel in Mexico City 09:58 – Post-exit life: earnouts, reduced control, and what comes next

Tariffs, rate concerns, geopolitical uncertainty — the headlines make it easy to wonder whether now is the right time to sell your software company. Corum Group CEO [Name] breaks down the actual data behind tech M&A valuations over the last decade, and the picture is more compelling than most CEOs realize.   With the Dow at 50,000, stable multiples across all six tech sectors, and over $6 trillion in capital available for tech acquisitions, the fundamentals have never been stronger. If you're asking yourself whether to wait — this video is for you.   Subscribe for weekly Tech M&A insights from Corum Group. Join a Corum Tech M&A Educational Event: https://www.corumgroup.com/events Learn more: https://www.corumgroup.com/   Key takeaways: The Dow crossing 50,000 reflects a decade of compounding resilience — not a bubble — and strong capital markets fuel M&A activity. Tech M&A valuations have been remarkably stable over the last 10 years when you strip out the anomalous 2020–2021 pandemic spike. A normalized, mature market is a functional one — it's a better environment for getting deals done than a frothy one. The buyer pool has expanded significantly — Corum is actively tracking over 19,000 potential acquirers across six tech sectors. There is over $6 trillion in available capital waiting to be deployed into tech acquisitions and investment. The demand side of the tech M&A market isn't weakening — it's deepening. For CEOs weighing whether to wait, the data suggests the opportunity right now is as strong as it has ever been.   Chapter: 0:00 Introduction — cutting through the noise 0:24 The Dow at 50,000 — what it means for M&A 0:55 Should you wait to sell? 10 years of valuation data 1:41 Why a normalized market is actually good for deals 2:00 The expanding buyer pool — 19,000+ active acquirers 2:33 $6 trillion in dry powder waiting to be deployed 2:42 The bottom line — why now is the moment to act  

In this episode of the Tech M&A Podcast, we chat with Heriberto Garcia, founder and former CEO of Vialterna Comunicaciones, a leading modern telecommunications firm serving all of Mexico. Over 15 years, Heriberto built Vialterna into a powerhouse of connectivity before navigating a successful exit to a search fund — a buyer type he initially never expected to consider. Heriberto shares how a Corum seminar he attended three decades ago planted the seed for his eventual exit, and how that knowledge stayed with him until the timing was right. He offers candid advice on the importance of pre-deal preparation, the often-overlooked complexity of tax due diligence, and why authenticity and transparency with buyers can be your greatest asset. He also reflects on the realities of post-exit life — including the multi-year transition that follows a deal and the importance of learning to manage newfound wealth. Takeaways Plant the seed early: A seminar attended 30 years prior shaped Heriberto's entire approach to eventually selling — long-term mindset matters. Run a pre-due diligence on yourself: Conducting your own internal DD before going to market surfaces surprises early and dramatically smooths the formal process. Don't underestimate tax: Tax due diligence should be addressed from the very beginning of the process, not left to the end. Be open to unexpected buyers: A search fund — initially rejected outright — turned out to be the perfect match, proving that criteria should remain flexible. Authenticity wins deals: Transparency and openness with potential buyers builds trust and accelerates the process. Keep the sale confidential: Avoid telling staff or partners until necessary — unexpected reactions can complicate operations mid-deal. Expect a long transition: Post-exit life involves a multi-year handover, not an overnight handoff. Timestamps 00:00 – Introduction: Heriberto Garcia and Vialterna Comunicaciones 01:00 – 15 years building a telecom powerhouse across Mexico 02:00 – How a Corum seminar 30 years ago set the foundation for this exit 03:00 – The motivation to sell: retirement planning and the right timing 04:00 – Surprises in the market: rejecting investment funds — then finding the perfect search fund 05:30 – Due diligence surprises and the lesson of working capital 06:30 – External advisors: legal, financial, and tax support during the deal 07:30 – What Heriberto wishes he'd known: pre-DD, taxes, and behaving like a big company 08:30 – How the right buyer was chosen — and why transparency sealed it 09:30 – Advice for CEOs in Latin America: valuations, firm decisions, and authenticity 10:30 – Post-exit life: transitions, wealth management, and what comes next

Selling your software or IT company is likely the most important financial decision of your life—and getting the right outcome requires more than just finding a buyer.  In this video, Corum Group—global leaders in tech M&A with over 40 years of experience—break down their proven 8-step global partner search process and the 7 key benefits that help founders maximize valuation, improve positioning, and create competitive buyer demand. Learn how Corum's proprietary First Look program, deep buyer relationships, and unmatched market feedback loop help software CEOs achieve better outcomes—including higher valuations, stronger deal structures, and reduced risk.   Whether you're preparing for an exit now or planning ahead, this video provides a clear roadmap to ensure you get what your company is truly worth.   Key Takeaways Selling your company is not just about finding a buyer—it's about creating competition to maximize value Corum's First Look program allows early buyer feedback and can eliminate seller fees The 8-step global process ensures thorough preparation, positioning, and outreach Strategic positioning tied to market trends significantly improves buyer interest Market outreach generates valuable feedback that can reshape strategy or increase value Buyer outreach can lead to unexpected partnerships and revenue opportunities The Hiatus Program allows sellers to improve and re-enter the market at no additional cost Engaging both strategic and financial buyers creates multiple offers and better deal terms Case studies show dramatic valuation increases when using a competitive global process The ultimate goal is not just price—but optimal structure, terms, and long-term outcomes   Chapers 00:00 Introduction: The Most Important Transaction of Your Life 00:35 Overview of Corum's Global M&A Experience 01:05 Benefit #1: First Look Program & Early Buyer Feedback 02:00 Benefit #2: The 8-Step Global Partner Search Process 02:55 Benefit #3: Improving Positioning & Market Appeal 04:05 Benefit #4: Market Feedback That Drives Strategic Change 05:10 Benefit #5: Unexpected Business & Partnership Opportunities 06:20 Benefit #6: The Corum Hiatus Program Explained 07:25 Benefit #7: Creating Buyer Competition for Maximum Value 08:40 Case Study: From $25M to $80M Exit 10:00 Final Thoughts: Achieving the Optimum Outcome   Subscribe for more insights on tech M&A trends, valuation strategies, and exit planning.  

Tech M&A Secrets: 10 Strategies to Boost Company Value Before Sale   In today's changing tech M&A environment, buyers are more selective than ever—taking a closer look at your business model, revenue quality, and growth potential.   In this video, Corum Group outlines 10 proven strategies to increase (or protect) the value of your software or IT company before an exit. Whether you're planning to sell soon or years from now, these insights will help you position your company for maximum valuation.   Takeaways: The most valuable companies are built with a clear exit strategy from day one Recurring, predictable revenue is one of the biggest drivers of valuation A strong, cohesive management team reduces buyer risk and increases appeal Customer churn below 5–10% is critical for SaaS valuation premiums Scalable processes, models, and discipline improve buyer confidence High customer concentration can reduce value or kill deals Strong cash flow and path to profitability are increasingly important Strategic partnerships and ecosystems enhance credibility and growth Year-over-year growth is a primary valuation driver, especially for SaaS Timing matters—selling during strong performance and market demand maximizes outcomes   With over 40 years of experience in tech M&A, Corum provides actionable insights used by top founders to achieve higher valuations and better exit outcomes.   Chapters 00:00 Introduction: Today's Tech M&A Environment 00:17 #1 Start with an Exit Plan 01:08 #2 Increase Recurring Revenue 02:32 #3 Strengthen Your Management Team 03:53 #4 Reduce Customer Churn 04:57 #5 Build Discipline, Process & Scalable Models 05:47 #6 Reduce Customer Concentration Risk 06:30 #7 Improve Cash Flow & Profitability 07:41 #8 Build Partnerships & Alliances 08:37 #9 Drive Year-over-Year Growth 09:34 #10 Timing Your Exit 10:20 Final Thoughts & Next Steps   Subscribe for more expert guidance on preparing, positioning, and selling your technology company.      

April Tech M&A Report: Taking a look at the deal activity, emerging trends, and valuations across 29 subsectors in April 2026.

In this episode of the Tech M&A Podcast, we chat with Seth Freedman, founder of Intelligent Observation, to explore the realities of building, scaling, and ultimately exiting a venture-backed software business. Over a six-year period, Seth grew the company from startup to acquisition, navigating the pressures of institutional capital and the strategic decisions that come with sustained growth. Seth shares how a timely outreach from Corum initiated his M&A journey and walks through the board-level decision between raising additional capital versus pursuing a sale. He offers candid insight into the emotional transition founders experience post-exit, the demands of running a company while selling it, and how a strategic "hiatus" period allowed Intelligent Observation to strengthen key metrics—particularly churn—before returning to market with a stronger position and a clearer value story. Takeaways Exits are a strategic fork in the road: For VC-backed companies, selling is often weighed directly against raising more capital and scaling further. Timing and positioning matter: Going to market before the business is fully prepared can limit outcomes—and knowing when to pause can create leverage. A hiatus can add real value: Stepping back to address how churn and sustaining growth can significantly improve buyer confidence and valuation. Selling while operating is demanding: Founders must balance diligence, negotiations, and day-to-day leadership at the same time. Expect the personal transition: The emotional shift after an exit often begins once the deal is done, not before. Timestamps 00:00 – Pre-roll and setup: audio, video, and resetting the take 01:09 – Introducing Seth Freedman and Intelligent Observation 02:04 – How Seth first learned about Corum and why the timing mattered 02:39 – The VC-backed fork in the road: raise more capital or pursue M&A 03:11 – Life after the sale: the founder transition after the excitement fades 03:52 – Lessons learned building and exiting a startup 04:39 – Advice for CEOs selling their company 05:21 – What's next: taking time before the next challenge 05:53 – The first attempt to sell and why it didn't close 06:52 – Using a one-year hiatus to fix churn, strengthen metrics, and return to market

Due diligence has become tougher, deeper, and more demanding than ever before—especially in today's fast‑paced tech M&A and private equity environment. Buyers now apply higher standards, deploy specialized diligence teams, and scrutinize every aspect of your business.   In this special report, we walk through 12 critical steps every CEO must take to survive due diligence—and protect deal value. From preparing your data room and managing disclosures to controlling working capital and hiring the right advisors, this video outlines the real‑world land mines that derail deals and how experienced sellers avoid them.   Whether you're actively pursuing an exit or planning ahead, these best practices will help you meet buyer expectations, maintain leverage, and get through diligence with confidence.   Key Takeaways -Due diligence today is not just document review—it's a full‑company stress test -Private equity firms now set the gold standard for diligence expectations -Preparation before LOI dramatically improves outcomes and leverage -Poor timing of disclosures can erode trust and kill deals -Working capital surprises are one of the most common last‑minute deal breakers -Strong advisors and intermediaries can be the difference between closing—or collapsing—a deal   Chapters 00:00 Why Due Diligence Is Harder Than Ever 01:30 Step 1: Understand the Buyer's Due Diligence Checklist 01:58 Step 2: Prepare Your Data Room in Advance 02:43 Step 3: Fix Accounting Issues Before Due Diligence 03:03 Step 4: Control the Timing of Disclosures 03:37 Step 5: Run Parallel Due Diligence and Contract Processes 04:08 Step 6: Get a Draft Agreement Early 04:43 Step 7: Appoint a Due Diligence Coordinator 05:03 Step 8: Inform Only Key Employees 05:28 Step 9: Watch Working Capital Closely 06:02 Step 10: Use Your Accountants Effectively 06:22 Step 11: Hire Experienced Tech M&A Legal Advisors 06:52 Step 12: Choose the Right M&A Intermediary 07:16 Why Experience Matters Most in the Final Mile of Diligence

What really happens when you try to sell a software company for free?   In this CEO's Desk episode, Corum Group addresses the unexpected fallout from launching First Look—a new tech M&A program designed to help owners sell for free by giving software and IT companies early exposure to qualified buyers.   While First Look attracted the right audience of smaller sellers, the promise of a free exit also triggered a surge of long‑waiting founders—many with established companies—who had delayed action for years hoping their software company exit would simply "happen."   Drawing on decades of experience advising founders through successful business exit strategies, this video explains why selling a tech company requires proactive positioning, competitive pressure, and broad buyer exposure—and why waiting for free often leads to undervalued outcomes.   If you're considering selling a software company, evaluating your exit timing, or navigating today's M&A advisory landscape, this candid discussion offers critical insight into why the best exits are planned, not discovered—and why now may be the strongest market to sell.   Key Takeaways "Free" is powerful—but dangerous. It often pulls sellers into fast, undervalued deals.\ Companies are sold, not discovered. Passive waiting rarely produces optimal outcomes. Early, broad buyer exposure matters. A single offer is not a real market. Many founders wait too long. By the time they act, the market window may already be closing. The best exits come from preparation. Global search processes consistently outperform opportunistic offers. Right now, is an unusually strong market for selling quality software and IT businesses.   Chapters 0:26 – Overwhelming Response from Sellers and Buyers Why demand exceeded expectations—and not just from small companies. 0:45 – The Unexpected Fallout Begins Why Corum had to hit pause after launch. 1:24 – The Myth: "Companies Are Bought, Not Sold" Why waiting for discovery is a costly mistake. 3:22 – Why Founders Cave to 'Free' Speed, convenience, and the emotional pull of no commissions. 4:03 – Why First Look Was Created Helping companies who aren't ready—or right—for a full global search. 4:26 – First Look vs. a Global Partner Search Who First Look is for—and who should not use it. 4:57 – Final Warning: Don't Miss the Window Why this may be the best market founders will see to sell their tech company.