The League
Growth stalled, so she chose to exit on her own terms. Several buyers circled, one closed — and the security work done years earlier is what carried diligence.
Founder · End of life administration
01 · Where it started
When we realised growth had stalled, I chose to exit on my own terms. Several people showed interest in acquiring Peacefully, and eventually one did.
It was not the kind of exit I had been looking for. In the end it was still a win — and my team’s work carries on.
02 · What I learned
Jen ran the process herself, from first interest through diligence. Here is what she says mattered most, in her own words.
“When we realised growth had stalled, I chose to exit on my own terms.”
01
Before negotiating, write down the two or three outcomes that matter to you and the two or three you want to avoid. Keep coming back to them the whole way through.
02
The buyer’s real interest was our database, and then our end-of-life checklist. Knowing that told me where to put the emphasis in diligence.
03
Raise your role and compensation early and settle the details later. Changing them in the late stages creates distrust.
03 · My story
When the buyer wanted to review our security documents, I went back to Steve — ScalePoynt had done our security documentation years earlier — and asked him to take the floor.
Jen’s founder video is being filmed — check back soon.
04 · What I’m doing now
I am full-time as an SVP with our acquirer, Homethrive, driving the combined companies forward.
The role I negotiated on the way out is the one I am in — which is the whole argument for settling that early rather than late.
05 · Talk to me
I like sharing what I learned in this space: the challenges of grant funding, and the full experience of going through an exit — including what happens after. Happy to help founders prepare for due diligence and work out how to negotiate their own role on the way out.
Two calls. Free 12 month GTM Gameplan.
Book the founder discovery call
A few quick questions so the right coach turns up to the call.
Tell us what you’re aiming for
Target revenue
By when?
What’s your top problem worth chatting about with an Expert Coach?
Tell us who you are
What revenue stage are you?
What’s your role in the org?
What’s your headcount?
Booking for
Where should we reach you?
I have this challenge right now
A few quick questions, to tailor your Gameplan.
Does my pricing scale to 6-figures?
Do I have a pilot > deal > expansion process?
Can I handle SOC-2 security diligence?
Am I talking to the Signing Authority?
Am I showing up ready and prepared for Investors?
Are my revenue + metrics attractive?
Do I have a clear plan on how I'll use the funding?
Do I want to fundraise to grow, or just to survive?
Do I have clear Roadmap to SOC-2?
Do I need a SOC-2 now, or just clear path to get there?
Can I handle any security diligence questions in sales cycles?
Will rolling out security distract or slow our product roadmap?
Do I have per-rep quotas + commission plans?
Do I have a lead pipeline to setup Sales for success?
Is Sales armed to handle security questions?
Do I have a clear, multi-phase process to selling 6 figure deals?
Is our cloud infra setup to auto-scale + auto-recover?
If we crashed, would we be the first to know, and how fast can we recover?
Can our devs deploy multiple times a day, every day?
Can we setup reliable demo environments for sales?
Will fundraising too much permanently kill exit options?
Do I need to be profitable to exit?
What does each type of acquirer care about most?
If an acquirer approached me today, would I be ready to handle those discussions?
Sending to
Where should we send it?
