Insights

The benefits of a SaaS Transformation (obvious and non-obvious)

And why all Applications Software Companies will soon be SaaS [Contributed by Jeff Vogel, Originally Published on Tech MVP | Bulger Partners]Our Thesis: We spend a lot of time helping both companies and investors think through SaaS Transformations. Our general thesis is that SaaS transformations represent a significant opportunity for investors…

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The Private Financing Market Q3 ’14: What You Should Know

Investors are Pricing Rounds Up, but Fearing the Bubble [Contributed by Mike MacKeen, originally published on Raising the Next Round | Bulger Partners]Analytics are out on the private financing market during Q3.  We should all appreciate that Wilson Sonsini and Cooley each make the effort to aggregate and publish term sheet analytics.…

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The Truth About Value Creation and Exit Potential for Salesforce Partners

[Contributed by Doug Melsheimer, originally published on Merger Considerations | Bulger Partners]Earlier this month, I was in San Francisco for Dreamforce, Salesforce.com’s annual mega-conference. In the weeks surrounding this event, a frequent topic of conversation with VC and PE investors had been this:  Are companies limiting their value creation and…

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The Scales Tip: ‘Buy vs. Build’

How Software R&D Trends Have Influenced M&A Behavior [Contributed by Jeffrey Vogel, originally published on Tech MVP | Bulger Partners]Contrary to the expected assumption, advances in software development technologies and processes the past decade have led to more buying and less building in the industry’s buy vs. build calculus. In this article…

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Are You Ready to be a Unicorn?

Joining billion dollar club is a decision to go public [Contributed by Mike MacKeen, originally published on Raising the Next Round | Bulger Partners]The private financing market is favorable. So much so that we now have Facebook pages set up to count and follow the unicorns – venture-backed companies that…

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Case Study: Improving corporate development effectiveness

Situation: A leading manufacturing software vendor aggressively pursued inorganic growth with its M&A strategy but lacked resources and skills for the numerous deals being evaluated and executed. Approach: BP supported the evaluation and execution for two potential acquisitions.  By leveraging diligence of financials, customer contracts and employee productivity, BP built…

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Case Study: Optimizing product portfolio

Situation: A leading vertical industry ERP software vendor had several overlapping products in target sub-segments, resulting from previous acquisitions. Approach: BP evaluated the enterprise and mid-market products by comparing the existing product capabilities with the target customer’s needs and expectations. Outcome: The client moved to a single-product strategy to cover…

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Case Study: Conducting deep technical and IT due diligence

Situation: A financial investor evaluated the acquisition of a leading workforce management software vendor and needed an assessment of the technical, product and IT functions to understand implications for future growth. Approach: BP assessed the target’s products, architecture and R&D organization and processes, including assessing the implications and opportunities of…

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Case Study: Assessing growth potential and divestment options across business portfolio

Situation: The board of a leading learning services organization needed to understand the strategic potential of each of the businesses in its portfolio.  They needed to assess potential divestment options arising from inbound inquiries. Approach: BP assessed the overall economics of the three businesses in the client’s portfolio.  BP outlined…

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Case Study: Growing inorganically through enhanced corporate development program

Situation: A NASDAQ-listed wireless communication company had an ambitious roll-up vision but limited capacity to design and execute. They had no in-house corporate development and limited management bandwidth. Approach: BP designed and executed a strategic acquisition program that formalized the M&A strategy and corporate development processes.  BP identified and screened…

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