Episode 99: Q1 2026 Tech M&A Market Research Report

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

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.

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.  

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.

In this episode of the Tech M&A Podcast, we sit down with Brian Allen, former Managing Director and Chief Executive of Certus Solutions. Over the course of two decades, Brian grew Certus into a leading IBM-focused software and services provider in Australia and New Zealand, specializing in enterprise asset management. This journey culminated in a successful strategic sale to Egis, following a long-planned liquidity event for the company's shareholders. Brian discusses his decade-long relationship with Corum Group, which began during a prior M&A process, and explains why he chose to re-engage professional advisors for the Certus exit. He shares candid insights into managing a complex transaction that included a strategic "hiatus" period, the importance of maintaining competitive tension during negotiations, and his advice for CEOs navigating their first or second sale. This episode offers a masterclass in long-term value creation and the discipline required to execute a high-stakes liquidity event. Takeaways     Plan for the long term: Successful exits are often the result of years of preparation to ensure maximum shareholder value.     Specialization is key: Deep expertise in a specific ecosystem, such as IBM technologies, can position a firm as a dominant regional player.     Maintain leverage: Using a "hiatus" or pause in a deal can be a strategic tool to reset expectations and ensure competitive tension.     Professional representation matters: Engaging experienced advisors is critical when negotiating with large institutional buyers and global entities.     Focus on the "Why": Understanding the specific timing for a liquidity event helps align the interests of all shareholders and stakeholders. Timestamps     00:11 – Introducing Brian Allen and the growth of Certus Solutions     01:22 – A ten-year history: First learning about Corum Group via Zcom     01:55 – Navigating the 15-year journey toward a liquidity event     03:40 – Scaling as a premier IBM partner in Australia and New Zealand     06:15 – Why Certus chose professional M&A representation for this exit     08:30 – Life after the deal: Advising Egis and future plans     09:30 – Navigating the transaction "hiatus" and its impact on the deal     10:07 – Creating competitive tension to protect deal terms     10:21 – How the hiatus ultimately benefited the final outcome     10:27 – Final thoughts and wrap-up

Selling a company is one of the most complex—and emotional—transactions a founder will ever face.   In this 2026 Annual Sellers Panel, CEOs who successfully built and sold their companies share real‑world insights from inside the M&A process. From global deal dynamics and valuation expectations to earnouts, advisor selection, partner alignment, and emotional resilience, this panel offers candid lessons every founder should hear before going to market.   The discussion highlights what surprised sellers most, where preparation mattered, and why having experienced advisors, aligned partners, and clean financial reporting can make or break an outcome.   If you're a tech founder or CEO thinking about an exit—now or in the future—this panel delivers practical, experience‑driven advice from those who've already been through it.   Corum is the world's leading educator on tech trends, valuations, growth strategies and Tech M&A. If you are a Tech CEO/founder and would like to  learn to prepare, position, research, value, negotiate and execute due diligence for maximum price and optimal structure in an M&A transaction, attend one of our upcoming events. Visit corumgroup.com/events for a full global event schedule.     Takeaways Tech M&A is truly global, with buyers and sellers spanning multiple continents A company is ultimately worth what the market is willing to pay, not expectations Valuation discussions require research and realism Earnouts and post‑close roles must be clearly defined upfront Partner alignment and transparency are critical during negotiations Strong preparation of financials reduces pressure during due diligence Experienced M&A advisors help smooth negotiations and protect value Once committed to an exit, founders should make every decision around building value   Chapters   01:42 – What was your process for selecting an advisor 04:54 – What was your motivation for going through the M&A process? 07:39 – During the M&A process, what surprises did you encounter along the way? 11:53 – What advice would you give to CEOs selling their company?