The Tech M&A Podcast

What does it really take to sell a technology company? In this founder panel, entrepreneurs who have successfully navigated acquisitions share firsthand lessons on M&A strategy, choosing the right buyer, preparing for due diligence, timing an exit, and navigating life after the deal. The conversation covers the unique challenges of selling AI and technology companies, running a structured M&A process, evaluating strategic fit, preparing company records and KPIs, managing negotiations, and building the right advisory team. The founders also share candid lessons about the workload and pressure of an acquisition and what they would do differently if they went through the process again. Key Takeaways Prepare early: Start improving the metrics and areas buyers will scrutinize well before you're ready to sell. Run a structured process: A broader M&A process can uncover buyers and opportunities outside your existing network. Clearly communicate differentiation: Technology and AI companies need to make their competitive advantages understandable to both business and technical buyers. Look beyond valuation: Strategic fit, culture, customers, capabilities, and the post-acquisition vision all matter. Prepare for due diligence: Organize financial, legal, operational, and company records before a transaction begins. Build an experienced advisory team: M&A, legal, and accounting advisors can help founders navigate an unfamiliar and complex process. Be ready for the workload: Selling a company can become a second full-time job while you're still responsible for running the business. Keep founders aligned: Co-founders should continually revisit their goals and priorities as negotiations evolve. Think about the exit years in advance: Strategic preparation can create more options and a stronger position when the time comes to sell. Plan for what comes next: An acquisition can lead to new roles, new resources, time away, or another startup. Chapters 00:00 Welcome & Founder Introductions 00:45 Why Founders Decide to Sell 03:58 From AI Entrepreneur to Acquisition 06:04 Selling an AI Company 07:50 Finding the Right Buyer 08:53 Choosing an M&A Advisor 11:23 Inside a 33-Day Acquisition 13:18 Why a Structured M&A Process Matters 15:06 The Hardest Parts of Selling a Company 16:44 Preparing for Due Diligence 18:27 Addressing Problems Before the Sale 19:32 Managing Co-Founder Alignment 20:36 Advice for Founders Considering an Exit 23:01 When to Talk to an M&A Advisor 23:55 The KPIs Buyers Examine 24:38 Building Your M&A Advisory Team 26:17 What Founders Would Do Differently 27:59 Preparing Years Before an Exit 28:59 Life After Selling Your Company 33:01 Starting Another Company After an Exit 33:58 Final Advice for Entrepreneurs

In this episode of the Tech M&A Podcast, we sit down with Vincent Harris, CEO and co-founder of RealEstateAPI, a property data infrastructure company whose APIs give software developers clean, structured data on more than 157 million US properties. Vince and his co-founder had been in business together for roughly a decade before this venture, through companies that grew and then plateaued or ran into regulatory limits. RealEstateAPI was the one they believed was sellable and they took it to market through Corum, closing a successful exit about ninety days before this conversation, after a deliberate pause and return along the way. Vince reflects on how a cold outreach from Corum deal maker Richard Holcomb and a series of educational events first introduced him to the firm, why the decision to sell came down to de-risking his family, and the surprises that followed — chief among them the cost of legal counsel and an unexpected F reorganization that reshaped the structure of the deal. He speaks candidly about how personal and adversarial due diligence can become, why he chose a buyer offering less cash upfront but considerably more upside, and how a five-month hiatus spent tightening advertising efficiency and operating leverage brought him back to market with a stronger story. Finally, Vince discusses life after the exit and the advice he would give founders who think it's too early to start. Takeaways Sell the story you have, not the one you're waiting for: Vince thought the business was too early at two and a half years in, but Richard Holcomb pointed out that a fast-growing, profitable company with a clear growth story is sellable right now. De-risking the family drove the decision: Nearly all of Vince and his co-founder's net worth was tied up in the business, and after a decade of ventures that grew and then plateaued, the timing felt right to take chips off the table. Legal costs are the surprise nobody budgets for: The fees came in well above every early estimate he received, including from banker friends, and he wishes he had researched firms and ranges more thoroughly upfront. Deal structure can matter more than cash at close: Vince turned down a higher upfront offer for a structure with more upside, backing his own belief in the business. Due diligence gets personal: The rigor was expected; the adversarial edge was not. Corum's counsel to not take it personally kept sensitive items from derailing the deal. A hiatus is a strategy, not a retreat: Offers in the spring came in below target, so Vince paused for five to six months, leaned into a high-return advertising engine and other operating leverage, and returned in August with more EBITDA and a better set of buyers. Let your people in: Vince calls selling a company the most intensely personal thing a founder will do, and advises leaning on a partner and a wider circle through a process that is slower and more frustrating than expected. Timestamps 00:00 – Introduction: Vincent Harris and RealEstateAPI 00:58 – What RealEstateAPI does: property data as Lego blocks for developers 01:42 – Discovering Corum through cold outreach and educational events 02:13 – Motivation for the process: de-risking the family 03:12 – Surprises: the cost of legal counsel and an F reorganization 04:52 – How personal and contentious due diligence became 06:08 – A bulge-bracket-grade process in the lower middle market 07:15 – What he wishes he'd known about legal costs 08:05 – Choosing the eventual acquirer 09:00 – Advice for CEOs selling their company 10:30 – Life after the sale 11:32 – Going on hiatus and returning to market 12:34 – What he focused on during the hiatus 13:11 – A stronger, more credible story on return 13:47 – Final thoughts: let your partner into the journey

In this episode of the Tech M&A Podcast, we sit down with Chuck Stahl, former CEO and principal owner of D4M International, a global SAP and digital manufacturing consultancy serving the automotive and industrial sectors across North America, Latin America, and Europe. After acquiring the business with a clear plan to build it over three to five years and then sell, Chuck saw that plan through to a successful exit through Corum — including a deliberate pause and return to market along the way. Chuck reflects on how a Corum webinar on valuations first introduced him to the firm, why starting the process early mattered, and the surprises that came with due diligence, negotiation, and juggling multiple parties on the buyer side. He shares candid advice for founders preparing to sell — making every decision based on building value, accepting that no business is perfect, and knowing when to pause and come back stronger. Finally, Chuck discusses life after the exit, from a more relaxed day-to-day to focusing on growing the business he built. Takeaways Plan your exit from the beginning: Chuck acquired D4M with a clear goal of building the business for three to five years and then selling, and followed that plan through to a successful exit. Education opens the door: A Corum webinar on valuations first introduced Chuck to the firm and to the idea of preparing for a sale. Start early and expect a rigorous process: Chuck was glad he began preparing well ahead of time, as due diligence involved far more data and back-and-forth than he anticipated. A company is worth what someone will pay: His biggest lesson was to put more effort into valuation discussions and research, since the market ultimately sets the price. Know when to pause: Stepping back when the timing and climate weren't right — while staying close to Corum — led to much more serious interest when he returned to market. Build value as your guiding principle: For any CEO considering a sale, Chuck advises making every decision based on building value, and being ready to shift from negotiating to getting the deal done. Life after the sale brings a lighter load: With the deal closed, Chuck is more relaxed and focused on growing revenues and profits rather than the admin burdens he carried before. Timestamps 00:00 – Introduction: Chuck Stahl and D4M International 00:47 – D4M: SAP and digital manufacturing consultancy 00:59 – Discovering Corum through a valuations webinar 01:45 – The plan: build for three to five years, then sell 02:00 – Surprises: NDAs, buyers, and a longer process 02:36 – Due diligence and outside parties on the buyer side 03:25 – The biggest lesson: valuation and what a company is worth 03:57 – Choosing the eventual acquirer 04:28 – Advice for CEOs considering a sale 04:49 – Going out to market, then taking a pause 05:35 – Returning to market with a stronger story 06:27 – Life after the sale 07:03 – Final thoughts on getting the deal done

AI can be a powerful tool in business, but it is not a substitute for expert guidance when selling a software or IT company. This video explains six key risks of relying too heavily on AI in tech M&A, including outdated valuation data, generic buyer outreach, incomplete buyer intelligence, and weak strategic positioning. Selling a technology company requires current market insight, buyer relationships, compelling storytelling, confidentiality, and professional deal strategy. Learn why AI should be used responsibly as an advantage in the M&A process — not as a shortcut for one of the most important decisions a founder will make. Takeaways • AI tools can help streamline work, but they cannot run a complete M&A process. • Outdated public data can lead to poor valuation assumptions. • Generic AI-generated outreach may fail to capture buyer attention. • AI lacks private buyer intelligence, negotiation history, and relationship context. • Strong positioning depends on understanding disruptive trends and future buyer value. • Deal structure, tax issues, estate planning, and legacy goals require human expertise. • Confidential company data should be protected carefully when using AI tools.   0:00 – AI Is Not a Shortcut for Tech M&A Why founders should be cautious about using AI to sell a software or IT company. 0:49 – Six AI Risks in the Sale Process The core cautions around AI-generated valuation, research, buyer lists, and deal support. 1:00 – Data Quality and Buyer Messaging Why current market data and human storytelling are critical to price discovery. 2:16 – Buyer Intelligence and Strategic Positioning How relationships, deal behavior, disruptive trends, and future value shape outcomes. 3:15 – Personal Planning, Security, and Expert Execution Why complex deal decisions and confidential information require professional guidance.

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