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In the first conversation, I tell you I want to buy your company.
I tell every owner up front that I want to buy their company.
Not after two years of working together. Not when the numbers look right. In the first conversation.
In my industry, that counts as a mistake. You build trust, you deliver, you wait for the right moment. Then you make your approach.
That is the polite version of deception.
I do it the other way around. I sell software that grows the owner’s revenue. That raises the value of the company. And when the owner wants to sell, I am the buyer.
The owner knows this from minute one.
The objection is obvious: then the owner says no.
Some do. The others get something no one else offers them — a buyer with an interest in making their company worth more before the sale, not less.
What follows:
→
Hide your intent to buy, and you will later negotiate against the distrust you created yourself.
→
A seller who knows your intent optimizes with you. That is cheaper than any due diligence.
→
Openness filters early. The conversations that end after the first sentence would never have worked anyway.
→
The best time to talk about the exit is when none is on the table.
Hidden intentions are not a negotiating advantage. They are a bet that the other side will not notice.
What is your counterargument?
[01]
Other Posts
Article by Johann Horch: why the return on a roll-up is made in post-merger integration, and how AI makes incompatible tech stacks integrable.
On every stage, someone explains how valuable their failure was. The real loss lies between recognising and acting.
AI-native M&A boutique expands its partnership to bring AI-driven deal support to owners, investors and new industries
[01]
Other Posts
Article by Johann Horch: why the return on a roll-up is made in post-merger integration, and how AI makes incompatible tech stacks integrable.
On every stage, someone explains how valuable their failure was. The real loss lies between recognising and acting.
AI-native M&A boutique expands its partnership to bring AI-driven deal support to owners, investors and new industries
Article by Johann Horch: why the return on a roll-up is made in post-merger integration, and how AI makes incompatible tech stacks integrable.
On every stage, someone explains how valuable their failure was. The real loss lies between recognising and acting.
AI-native M&A boutique expands its partnership to bring AI-driven deal support to owners, investors and new industries
In the first conversation, I tell you I want to buy your company.
I tell every owner up front that I want to buy their company.
Not after two years of working together. Not when the numbers look right. In the first conversation.
In my industry, that counts as a mistake. You build trust, you deliver, you wait for the right moment. Then you make your approach.
That is the polite version of deception.
I do it the other way around. I sell software that grows the owner’s revenue. That raises the value of the company. And when the owner wants to sell, I am the buyer.
The owner knows this from minute one.
The objection is obvious: then the owner says no.
Some do. The others get something no one else offers them — a buyer with an interest in making their company worth more before the sale, not less.
What follows:
→
Hide your intent to buy, and you will later negotiate against the distrust you created yourself.
→
A seller who knows your intent optimizes with you. That is cheaper than any due diligence.
→
Openness filters early. The conversations that end after the first sentence would never have worked anyway.
→
The best time to talk about the exit is when none is on the table.
Hidden intentions are not a negotiating advantage. They are a bet that the other side will not notice.
What is your counterargument?
[01]
Other Posts
Article by Johann Horch: why the return on a roll-up is made in post-merger integration, and how AI makes incompatible tech stacks integrable.
On every stage, someone explains how valuable their failure was. The real loss lies between recognising and acting.
AI-native M&A boutique expands its partnership to bring AI-driven deal support to owners, investors and new industries
[01]
Other Posts
Article by Johann Horch: why the return on a roll-up is made in post-merger integration, and how AI makes incompatible tech stacks integrable.
On every stage, someone explains how valuable their failure was. The real loss lies between recognising and acting.
AI-native M&A boutique expands its partnership to bring AI-driven deal support to owners, investors and new industries
Article by Johann Horch: why the return on a roll-up is made in post-merger integration, and how AI makes incompatible tech stacks integrable.
On every stage, someone explains how valuable their failure was. The real loss lies between recognising and acting.
AI-native M&A boutique expands its partnership to bring AI-driven deal support to owners, investors and new industries
In the first conversation, I tell you I want to buy your company.
I tell every owner up front that I want to buy their company.
Not after two years of working together. Not when the numbers look right. In the first conversation.
In my industry, that counts as a mistake. You build trust, you deliver, you wait for the right moment. Then you make your approach.
That is the polite version of deception.
I do it the other way around. I sell software that grows the owner’s revenue. That raises the value of the company. And when the owner wants to sell, I am the buyer.
The owner knows this from minute one.
The objection is obvious: then the owner says no.
Some do. The others get something no one else offers them — a buyer with an interest in making their company worth more before the sale, not less.
What follows:
→
Hide your intent to buy, and you will later negotiate against the distrust you created yourself.
→
A seller who knows your intent optimizes with you. That is cheaper than any due diligence.
→
Openness filters early. The conversations that end after the first sentence would never have worked anyway.
→
The best time to talk about the exit is when none is on the table.
Hidden intentions are not a negotiating advantage. They are a bet that the other side will not notice.
What is your counterargument?
[01]
Other Posts
Article by Johann Horch: why the return on a roll-up is made in post-merger integration, and how AI makes incompatible tech stacks integrable.
On every stage, someone explains how valuable their failure was. The real loss lies between recognising and acting.
AI-native M&A boutique expands its partnership to bring AI-driven deal support to owners, investors and new industries
[01]
Other Posts
Article by Johann Horch: why the return on a roll-up is made in post-merger integration, and how AI makes incompatible tech stacks integrable.
On every stage, someone explains how valuable their failure was. The real loss lies between recognising and acting.
AI-native M&A boutique expands its partnership to bring AI-driven deal support to owners, investors and new industries
Article by Johann Horch: why the return on a roll-up is made in post-merger integration, and how AI makes incompatible tech stacks integrable.
On every stage, someone explains how valuable their failure was. The real loss lies between recognising and acting.
AI-native M&A boutique expands its partnership to bring AI-driven deal support to owners, investors and new industries