Strategic product and IP transactions for pre-revenue tech companies.

For pre-revenue assets, valuation is usually a range, not a clean formula. I review relevant transaction comps where credible data exists, then assess what actually transfers: software, differentiated IP, data, integrations, documentation, customer proof, and time-to-market saved. I test that range against what specific buyers could launch faster, earn, save, or avoid building. What you spent building the asset—or personally need from the sale—does not determine buyer value. If you have a target or hard floor, share it at the start; I will tell you whether I believe the market can support it. I do not provide formal valuation opinions.

First, roadmap acceleration: something the buyer already wants and can acquire faster than it can build. Second, clean and transferable technology or IP: clear ownership, manageable dependencies, and real differentiation. Third, proof that reduces execution risk: a working product, credible tests, useful data, integrations, pilots, users, documentation, or transition support. Patents and trademarks can strengthen the case, but only when they protect something the buyer actually wants.

An unusually fast asset sale may close within 45–60 days after the materials are ready. A more responsible expectation is 90–180 days, and some processes take longer or do not close. Pre-revenue does not mean simple: buyer interest, internal approvals, technical and IP diligence, negotiation, and transaction documents still take time. I do not accept emergency mandates built around a closing deadline of days.

I start with the asset’s capabilities and strategic value, not a database filter. I rank potential buyers by roadmap fit, ability to deploy the asset, purchasing power, acquisition behavior, likely internal sponsor, and probability of moving. The first outreach wave is intentionally focused so we can learn from real buyer response before expanding it.

Privately and one-to-one, through direct email, LinkedIn, targeted calls, or warm introductions where available. Each approach explains the buyer-specific acquire-versus-build case; I do not send your deck through a generic mass campaign. Sensitive information is shared only after interest is established and appropriate confidentiality protections are in place.

Usually not, and I will never imply otherwise. Buyers are not sitting on standing orders for random pre-revenue software assets. My job is to identify who has a current strategic reason to care, reach the right internal person, qualify interest, and manage the process. No credible advisor can guarantee that a buyer will make an offer or complete a transaction.

If the asset is standardized, revenue-producing, and easy to price, a marketplace may be a sensible option. For differentiated or pre-revenue software, the strongest buyer may never visit those sites and may value the asset for reasons a listing cannot explain. I run a private strategic process around those buyer-specific economics. If a marketplace is genuinely the better route, I will say so.

Standardized processes can work well for conventional, cash-flowing businesses. My focus is the harder-to-price asset whose value needs to be translated for a specific buyer. Every engagement is handled directly by me, without a junior-team handoff, generic deck, or automated outreach sequence. My background in software GTM, positioning, and acquisition environments is useful when the central job is turning technical capability into a commercial reason to buy.

Most engagements use an upfront readiness fee, a success fee, or both. A focused readiness sprint generally starts at $5,000; success fees for smaller early-stage asset transactions often range from 15%–30% of total consideration and usually include a minimum fee. Fully contingent, distressed, cross-border, or unusually complex mandates may require higher economics because I assume more no-sale risk. Exact terms follow the initial review.

At minimum: a working product or demo, clear legal ownership, source-code and dependency information, accurate revenue or pilot data, technical documentation, a defined list of assets included in the sale, and realistic expectations around price and timing. The seller must also be available for demos, diligence, and decisions. The materials can still need work; the underlying facts cannot. If basic ownership or proof is missing, the asset is not ready to market.

Tell me the exact constraint and why it exists. I can run a focused process with urgency, but I will not promise an artificial closing date or communicate seller distress to buyers. If the transaction only works with a guaranteed buyer or a closing within days, it is unlikely to be a fit.

I am not a lawyer or registered securities broker-dealer, and I do not provide legal, tax, accounting, securities, or formal valuation advice. I advise on qualifying private software, product, and IP sale processes; I do not raise capital, place minority investments, hold transaction funds, or bind either party. Transaction documents, tax matters, and any regulated work are handled by the appropriate licensed professionals. Requirements vary by jurisdiction and transaction structure, so each mandate is screened accordingly.