Berlin, July 10th. The email came through that afternoon. I was drinking with some founder friends during my last days in Berlin, surrounded by Italian wine and people dancing. The celebration was in full swing when my phone buzzed.

The subject line was simple: "Acquisition Offer - Privee AI"

My heart skipped a beat. Then another. Then I read it three more times just to make sure I wasn't hallucinating from sleep deprivation.

This was it. My first exit.

The Journey That Led Here

Let me rewind. Three years earlier, I was working as a tech lead at a company I loved, but something was missing. I had this idea—a product that could solve a real problem I'd seen countless times in the industry. The kind of problem that keeps you up at night, not because it's hard, but because the solution seems so obvious once you see it.

So I did what every entrepreneur does: I quit my job, maxed out my savings, and dove headfirst into building something from scratch.

The first month was brutal. I was coding, selling, marketing, and doing customer support—all while trying to figure out how to pay rent. There were moments when I questioned everything. Was I crazy? Should I just go back to a stable job? But something kept pushing me forward.

But luckily, after just a few months, we saw extreme growth and traction—from just $100 a month to $20–30k a month. It seemed crazy. Real customers. Real revenue. Real problems scaling. The kind of problems that are actually good problems to have.

After this period of excitement, unfortunately, something broke when we started seeing the ceiling. It seemed like we needed more money, knowledge, people, and resources to grow.

This was also the period when something felt off within the team. We realized we were not in the right spot to bring this AI startup forward.

As the main founder and CEO, I decided to explore different paths: fundraising with a new team, bootstrapping, or... acquisition.

What made the most sense at the time ended up being the last one. Everyone would be happy, and we could be free to do whatever we wanted.

So I started my M&A journey.

The Negotiation Dance

Here's what they don't tell you about exits: the process is emotional, exhausting, and full of moments where you'll question your own judgment. One day you're convinced you're getting a great deal; the next, you're wondering if you're being taken advantage of.

The first offer came in. It was... okay. Not great, not terrible. Just okay. My initial reaction was excitement—someone wanted to buy my company! But then reality set in. Was this the right move? Was this the right time? Was this the right buyer?

I spent weeks in back-and-forth negotiations. Every clause mattered. Every term had implications I didn't fully understand until I talked to lawyers, advisors, and other founders who'd been through this before.

What I Wish I Knew Earlier

Looking back, there are things I wish someone had told me before I started this process:

0. Get Your Company on "Exit Mode"

Before you even start talking to potential buyers, get your house in order. This might seem obvious, but you'd be surprised how many founders try to sell a company that isn't ready to be sold.

Here's what you need to prepare:

• Have a clear dataroom. Organize all your financials, contracts, customer data, and legal documents in one accessible place. Buyers will ask for this immediately, and having it ready shows professionalism.

• Write a one-pager with everything important about your company and product: your value proposition, competitive advantage, growth strategy, and business model. This is your first impression—make it count.

• Grab attention with the numbers and shock them with your brand. Lead with your strongest metrics. Revenue growth, customer retention, market position—whatever makes your company shine. Then back it up with a brand story that's impossible to ignore.

• Document all access tools and key people. Create a comprehensive list of all software, accounts, and the people who have access to them. This makes due diligence smoother and shows you're organized.

• Prepare a handover document and process. Think about what happens after the sale. How will the new owners take over? What do they need to know? Having this ready demonstrates that you're thinking beyond just the transaction.

• Optimize costs and increase key metrics. Before you start the exit process, take a hard look at your business. Cut unnecessary expenses, improve your unit economics, and focus on boosting the metrics that buyers care about most—revenue growth, profit margins, customer lifetime value, retention rates. A few months of optimization can significantly increase your valuation.

Having all of that prepared is the best way to look like a professional, not an amateur. Trust me, buyers notice the difference immediately.

1. It's Not Just About the Money

The number on the check matters, but it's not everything. What matters more:

• Will your product continue to serve your customers?
• Will your growth strategy fit with your buyers?
• Is your product really a fit for the buyer?

I was so focused on the valuation that I almost missed the bigger picture. The acquiring company's culture, their vision for the product, and how they planned to treat my team—these were the things that would determine whether this exit was truly a success.

2. Get Professional Help Early

I tried to handle the early negotiations myself. Big mistake. Lawyers, accountants, and M&A advisors exist for a reason. They've seen hundreds of these deals. They know the pitfalls. They know what terms to negotiate.

The money I spent on professional advisors was some of the best money I've ever spent. They saved me from mistakes that could have cost me significantly more.

But here's something I learned the hard way: the easiest path is to rely on industry brokers. In my case, brokers that handle software and mobile apps looking for 6–7 figure exits exist, and they can make the entire process smoother.

So look for professional brokers in your space and size. There are specialized brokers for SaaS companies, mobile apps, e-commerce businesses, and more. Find one that understands your industry and typically works with companies in your valuation range. They'll speak the language of your potential buyers and know exactly what makes companies like yours attractive.

The broker you choose will determine how easy and successful the scouting, intro, and early contact phases will go. So get the right connection early. A good broker doesn't just find buyers—they filter out the tire-kickers, negotiate on your behalf, and handle the tedious parts of the process so you can focus on what matters.

3. The Emotional Rollercoaster is Real

One day you're celebrating. The next, you're panicking. Then you're second-guessing everything. This is normal. Building a company is personal. Selling it feels like selling a piece of yourself.

I learned to lean on my co-founders, advisors, and other founders who'd been through exits. Their perspective was invaluable when my emotions were clouding my judgment.

4. Due Diligence Goes Both Ways

Yes, they're checking you out. But you should be checking them out too. Talk to other companies they've acquired. Understand their track record. See how they've treated previous founders and teams.

I spent weeks researching the acquiring company. I talked to founders of their previous acquisitions. I asked hard questions. And I'm glad I did—it gave me confidence that this was the right move.

5. Conviction is Not Made in the Dataroom

Unfortunately, most people were simply not really interested. Don't waste time chasing them.

Here's the reality: the dataroom, the intro call, the next steps—that's it. You're either in or out. Please, please don't waste time if someone is not actively interested. I spent weeks on calls with buyers who seemed interested but were just window shopping. They'd ask for more information, more meetings, more everything—but when it came time to make an offer, they'd disappear.

The serious buyers move fast. They ask direct questions. They make decisions quickly. If someone is dragging things out, they're probably not serious. Cut your losses and move on to the next opportunity.

The Moment of Truth

The day we signed the papers, I felt a mix of emotions I still can't fully describe. Relief. Pride. Excitement. And yes, a little bit of sadness. This thing I'd built from nothing was no longer mine.

But here's what I realized: it was never really about ownership. It was about building something that mattered. And that something was going to continue to grow, to serve customers, to make an impact—just under new leadership.

What I Learned

This exit taught me more about business, negotiation, and myself than the three years of building the company combined. Here are the lessons that stuck:

Timing matters. We could have waited. We could have grown bigger. But the market was right, the buyer was right, and the terms were right. Sometimes the best decision is to know when to say yes.

Your team is everything. The people who built this with me deserved to be taken care of. Making sure they were part of the deal, that they had opportunities in the new company, that their contributions were recognized—that was non-negotiable.

The journey is the reward. Yes, the exit was a milestone. But the real value was in everything I learned, everyone I met, and every problem I solved along the way. The exit validated the journey, but it didn't define it.

You can do it again. This wasn't the end of my entrepreneurial journey. It was a chapter. And knowing that I could build something valuable enough that someone wanted to buy it? That gave me the confidence to do it again.

Looking Forward

Today, I'm working on new projects, building new things, solving new problems. The exit gave me financial freedom, but more importantly, it gave me experience, confidence, and proof that I could build something that mattered.

If you're on a similar journey—building something, maybe even talking to potential acquirers—remember this: exits aren't just about the money. They're about validation, transition, and the next chapter of your story.

The first exit is special. It's proof that you can build something valuable. It's validation that your vision mattered. And it's the foundation for whatever comes next.

So here's to first exits, to the lessons learned, and to the next adventure. Because if you've done it once, you can do it again.

And trust me—the second time around, you'll know exactly what to do.