Exit Planning

Exit Planning for SaaS & Tech Founders

Planning ahead adds hundreds of thousands to an exit. We map out what needs to happen each quarter to hit your target valuation - and help you stay on track.

When to Start Preparing

The companies that achieve the best exit multiples start preparation 18 to 24 months before going to market. This is not about finding a buyer - it is about building the business that a buyer wants to pay a premium for.

18-24 months out

Clean up financials, fix revenue recognition, separate recurring from one-off revenue, reduce customer concentration, reach profitability benchmarks.

6-12 months out

Build the data room, prepare vendor due diligence pack, engage advisers, refine the financial narrative, produce trailing-twelve-month management accounts.

0-6 months out

Go to market, manage the deal process, respond to buyer due diligence queries, negotiate completion accounts, close the transaction.

What Buyers Examine in Due Diligence

Every acquirer - whether a trade buyer, private equity firm, or strategic investor - will scrutinise the same core areas. Getting these right before going to market is the difference between a smooth transaction and a failed sale.

  • Revenue quality and recurring revenue split. Investors prioritise predictable, recurring revenue over one-off sales. Your financial reports must clearly separate MRR and ARR from implementation fees and one-time licence sales. A clean MRR schedule that reconciles to your P&L is essential.
  • Customer concentration. If more than 20% of your revenue comes from a single customer, it is a material risk. A fractional CFO can help you build a healthier mix by identifying growth areas and adjusting go-to-market strategy well before the sale process begins.
  • Deferred revenue and revenue recognition. Upfront annual payments create deferred income on your balance sheet. This must be recognised correctly under FRS 102 / IFRS 15 - monthly over the service period. Getting this wrong creates misstatements that surface during due diligence.
  • Churn and net revenue retention. Buyers want gross revenue retention above 85% and net revenue retention above 100%. Tracking these by cohort gives buyers confidence in the durability of your revenue base.
  • Profitability benchmarks. SaaS businesses should target gross margins of at least 70%. Reaching EBITDA profitability - even modestly - at least 12 months before exit signals operational maturity and commands higher multiples.
  • Clean, auditable data. Three to five years of monthly management accounts, a well-organised chart of accounts, and a clean financial structure make due diligence faster. Messy data extends timelines and often kills deals.

What Drives SaaS Valuations

SaaS businesses are typically valued on a multiple of ARR. The multiple depends on growth rate, retention, margins, and market position. For current benchmarks, see our SaaS Valuation Multiples 2026 guide.

ARR Growth Rate

Companies growing 50%+ command 8-15x ARR. Below 20%, multiples compress to 3-5x.

Net Revenue Retention

NRR above 110% signals a product that expands naturally within accounts - the most important metric for long-term value.

Gross Margin

True SaaS achieves 70-85% gross margins. Heavy professional services revenue trades at lower multiples.

Rule of 40

Growth rate plus profit margin should exceed 40%. Companies above the Rule of 40 achieve premium valuations.

How a Fractional CFO Prepares You for Exit

Exit preparation is where a fractional CFO delivers the highest return on investment. The work done in the 12 to 18 months before a sale directly impacts the final valuation - often by hundreds of thousands of pounds.

  • Build a vendor due diligence pack that answers buyer questions before they ask
  • Clean up the chart of accounts and ensure revenue recognition is FRS 102 compliant
  • Produce trailing-twelve-month management accounts with variance commentary
  • Create a financial narrative highlighting growth levers and margin improvement
  • Model scenarios showing buyers what the business looks like with additional investment
  • Manage the financial workstream during the transaction, freeing the founder to run the business
  • Review completion accounts and negotiate working capital adjustments
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