Software M&A Origination across DACH and Europe

I open the first serious conversation between software owners and strategic buyers.

When I contact an owner, it is because their company fits a specific acquisition thesis. Not because they are expected to sell, and not because a generic database says they might.

Speak privately See public references

€400M+ software transaction volume closed

Software-only market mapping and owner conversations

DACH + Europe regional coverage with local context

Thesis-led specific buyer logic before outreach

Germany · Energy & utility ERP

msu Solutions GmbH

Acquired by Kraftwerk Gruppe, a portfolio company of Elvaston Capital Management.

Germany · Municipal ERP

adKOMM GmbH

Acquired by PDV, a portfolio company of Bregal Unternehmerkapital.

Germany · Service-sector ERP

SoftClean GmbH

Acquired by SelectLine Holding, a portfolio company of Elvaston Capital Management.

Denmark · Craftsmen ERP

e-komplet A/S

Acquired by BuildTec Software, a portfolio company of Bregal Unternehmerkapital.

Denmark · Horizontal ERP

Uniconta A/S

Acquired by BU-Partners as a stand-alone software platform.

Under NDA

More proprietary situations

Several additional software situations across DACH and Europe are confidential or not yet public.

Contact Paul

For Software Owners

The useful question is not “are you selling?” It is “is this buyer worth understanding?”

A serious first conversation should leave you with more clarity, even if nothing happens afterwards. It should explain why a specific buyer could be strategically relevant, where the combination might create value, and where the fit is likely strong or weak.

Why your company came up

The reason should be strategic: your product fills a gap, deepens a vertical, opens a market, strengthens an existing platform, or gives a buyer access to customers they could not serve as well alone.

Where 1 + 1 could become 3

The best fit is not only financial. It can be product modules that belong together, complementary sales channels, shared customer problems, stronger implementation capacity, or a broader roadmap than either side could build alone.

Whether the future would be better together

For owners, the question is what happens to customers, product, team, and legacy. For buyers, it is whether the combination creates a stronger market position than either company could reach independently.

Buyer Criteria

What makes a strategic buyer relevant.

The strongest conversations are not built around a generic valuation range. They are built around a credible reason why this company, this product, and this buyer could create a better outcome together.

Product adjacency

Does the product complete a suite, deepen a workflow, add a module customers already ask for, or make the buyer's platform more useful?

Market access

Can the combination open a geography, vertical, customer segment, or channel that would be slower or less credible to build from scratch?

Customer benefit

Would customers get a stronger product roadmap, better implementation capacity, deeper support, or a broader set of mission-critical tools?

Post-close fit

Would the team, founder role, product culture, and operating model still make sense after the transaction, or would the buyer damage what makes the company valuable?

What You Can Expect

A useful conversation, even if nothing follows.

If I reach out, the first step should be simple: understand the reason, test whether the strategic logic is real, and decide without pressure whether there is any point in continuing.

A clear reason for contact

You should know why your company surfaced, what kind of buyer could be relevant, and what strategic angle makes the conversation worth considering.

No preparation burden

A first call does not require a deck, financial model, or confidential data. It is enough to understand the fit, the buyer type, and your priorities.

Easy to decline

No auction theatre, no public signal, no assumption that you are for sale. If the fit is not real or the timing is wrong, the conversation can simply end there.

Reason for relevance

I explain why the company surfaced and what buyer logic sits behind the outreach.

Context exchange

You can share as much or as little as is useful. A first call does not require a deck, numbers, or preparation.

Fit assessment

We separate generic investor appetite from a specific match based on product, customers, strategic fit, and owner priorities.

Clear stop or next step

If there is no fit, the conversation ends cleanly. If there is, it can continue quietly and at the right pace.

About & Contact

A buyer-side perspective, grounded in software M&A.

My work is shaped by experience in the M&A department of a subsidiary of Constellation Software, one of the most active software acquirers globally. That background helps me understand how strategic buyers evaluate niche markets, product depth, customer relationships, founder dependency, and post-close operating logic.

If you own a software company and want to understand why a strategic software investor might be interested, we can speak directly and quietly. No deck required, no expectation that you are selling.

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