Hi All,<p>For the sake of my employees, customers, and reputation, I've decided to use this alias.<p>I started a SaaS co 6 years ago, in a very popular/crowded industry. It's grown to roughly 400k/year in revenue (60% profit margins).<p>The business has been quite slow the last 6 months and even started to decline (roughly loosing 100 MRR every single month – churn being 10% and growth being 10%). We haven't grown much in the last 12 months (maybe $300 mrr was added, in total, after churn, after 12 months?).<p>My question to you is, when is the time to pull the trigger and sell?<p>I'm quite bothered by the fact that I can't fix churn, and my broker believes we can get a good payout for the business.<p>Look forward to hearing your thoughts
Having sold a couple of companies now I will put it to you this way. If you were to sell right now you are selling from a position of weakness, not strength.<p>If I was in your position and if you are just tired and want to do something else you need to get the business growing consistently again month to month. Maybe that means finding some fresh blood to bring in.<p>Another option is instead of selling, look into hiring professional management to take over and you drop back to advisor and chairman. Hold them accountable to grow the business. This means for some period the net income will obviously drop but it come back. Plus it may give you the push and distance you need to be able to help the business and yourself.<p>And of course you could just sell and try to maximize right now but it won't be as favorable since you are not in a strong position. But sometimes it is nice to just move forward and put cash in your pocket even if it isn't the highest amount you could.<p>Good luck!
If you went completely passive (let your top employee just be CEO) today, how long will it take to lose all your customers and wind down to $0 revenue?<p>I would just map out how long you think that would take, and forecast all future cash flows by that hypothetical method, and then make your sale price $1 above that amount (discounted).<p>Very simply if this year you net $240k, next year $200k, then $150k, then $50k, then $0 without you lifting a finger, why would you sell for less than the NPV of that $400k?
Couldn't help but take a look at your profile. I noticed that you asked Sam 1.5 years ago whether to sell. It feels like you've been considering the selling option for a while now. Given the slow growth and that you are starting to tip towards negative growth, my hunch, and it's only my hunch, is that deep down, you've been feeling a little burnt out on this for a while now. But because of certain attachments naturally created because you made this thing, it feels like you can't get yourself to sell it.<p>That's just a long long hunch. But if it is true, and you feel that way even a bit, I'd say sell. Not as a financial or any other kind of scientific piece of advice. Just out of kindness to yourself and those working with you, allow yourself to step away and sell.
Two things that stood out for me when reading your question:<p>1. I'm quite bothered by the fact that I can't fix churn
Maybe you have already done, but I would suggest that you can be more transparent with your employees, who may have some ideas on how to resuscitate the business and make good returns again. This statement seems to imply that you are solely trying to fix whatever is broken with your current business model.<p>2. My broker believes we can get a good payout for the business
Do you believe that your broker is acting on your best interest or the interest of the company? There's a fine line between those two. A payout at this stage of the company seems to be a scenario where you are simply abandoning ship while the rest of the crew is still paddling towards shore.<p>Hope you find what's best for you, the company and everyone that may be affected.
Sell 90% of it. Or some other structure where you give up ownership and control, but retain some residual.<p>You'll have to reduce your asking price quite a bit (so maybe you end up with $450k vs $600k), but I'm guessing that won't really matter in the grand scheme.<p>As for what's next, you need to figure that out anyway. It doesn't sound like your business is going to continue forever without some new passion, so this gives you 2-3 years of runway to figure out what gets YOU excited.<p>If you choose your buyer well, maybe you'll get a huge recurring payout over time. Or maybe you'll get nothing. But hey, without passion your business is on its way to zero anyway, so there's no real loss there.
I have created this account for responding to this answer.<p>Move product development to 3rd world country, by spending 6-7K$/month you can gain 3-4 fresh bloods, who will continue working on your project. You will go to passive CEO position, where you control project development and oversea new features. may sound weird, but you dont need to think about giving shares to new employees, taxes for salaries or giving them office space. Just pay for their work and it will go as much as you want to continue with your project.<p>I am living in one of the developing countries, reach me out by email if you wish. simon dot kerstein at gmail
You've probably done some churn analysis at this point -- do you know what % is passive churn (i.e. payment-related) versus customers who are explicitly canceling?<p>I'd consider spreadsheeting the biggest leaks and getting super aggressive with multiple approaches. Empower your team, consult with professionals, leverage third party tools, outsource... all out offensive.<p>It's difficult to know the ONE THING that will increase retention, but improving many things by a percent or two will give you noticeable lift.<p>And by compressing it into a short timeframe, you'll reduce the number of variables around cohorts, seasonality, etc.
Since you are not spending much time on it anyway, why not leverage the customers that you already acquired and spend time fixing the problem? Even if it requires rebuilding your product. The hardest part of every business endeavor is customer acquisition, don't underestimate all the hard work that went into building something people will pay to use.<p>Try to interview every user that churns (offer them a Starbucks card for their feedback) and figure out why they are leaving. For some reason, their expectations are not being met. Fixing that is probably easier than starting a new business.
If you're thinking of selling, definitely sell. There's a million things to do, and getting a decent exit on anything means you can now do the next fun thing on your list!<p>On the other hand, 3 things could happen if you stay with the business:
1. It keeps declining. You'll have to fire employees and down-size. :(
2. It stays stagnant. You'll end up feeling like you're wasting your life. :\
3. It grows. You'll likely have to hire outside management, growing pains, etc. That's the "not-fun" part of entrepreneurship. :|<p>Sell it and move on! :)
It's unlikely you'll be able to sell at a reasonable multiple (beyond 1x-2x ARR) unless your buyer thinks they can turn the company around. If you're not willing to double down and figure out how to a) reduce monthly churn to less than 1% and b) grow revenue by at least 5% per month (after churn), you're much better off putting the company in SaaS maintenance mode, eliminating new development, downsizing the company to the bare minimum, and earning $30k per month with a 70%-90%+ profit margin while customers are still happy.
If you can't fix the slowing growth and someone else wants to buy it and attempt to do so I'd say why not sell: the multiple you'll probably get on your revenue should be a tidy sum.
Don't sell it, give it to me!<p>If the space is really that crowded though, you shouldn't have issue finding someone to pick up your clients, don't you think?