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𝗧𝗮𝗸𝗲𝗮𝘄𝗮𝘆𝘀 𝗳𝗿𝗼𝗺 𝗘𝘅𝗶𝘁-𝗥𝗲𝗮𝗱𝘆: 𝗘𝗮𝗿𝗹𝘆 𝗠𝗼𝘃𝗲𝘀, 𝗕𝗲𝘁𝘁𝗲𝗿 𝗢𝘂𝘁𝗰𝗼𝗺𝗲𝘀

Writer: Benjamin
Benjamin
2 hours ago
3 min read
Takeaways from Exit-Ready: Early Moves for Better Outcomes


A better exit starts with decisions made long before a buyer enters the conversation.

 

Last week, a CFO, exited founder, investor, and attorney shared how leaders can build businesses that can withstand scrutiny while continuing to perform.

 

Here are some of their thoughts.

 


Rachael encouraged CFOs to understand what makes the business valuable from the customer’s perspective. That understanding should shape financial planning and help connect strategy to achievable outcomes.

 

She also emphasized helping leaders translate financial goals into clear priorities their teams can understand, own, and act on.

 

Rachael’s reminder for CFOs: you can significantly influence enterprise value, but you don’t control when investors choose to exit or the valuation they are willing to accept. Keep that in mind when negotiating your compensation.

 

Joe Manganelli, Chief Revenue Officer at Amalgam, and Founder & CEO of Calculate, which was acquired

 

As an exited founder, Joe encouraged leaders to be candid about the business. The issues that worry you most may not be the ones a buyer considers important.

 

He also explored the limits of transparency during M&A. Openness with your team remains valuable, but a transaction introduces uncertainty and shifting circumstances.

 

Joe explained that founders should be deliberate about what they share and when, rather than treating every development as settled.

 

Jenny Fielding, Co-Founder + General Partner at Everywhere Ventures

 

Jenny cautioned against allowing an M&A process to consume the company’s attention, particularly when a deal may never close.

 

Communicate thoughtfully: expectations can rise quickly, and a failed transaction can leave employees disappointed.

 

Jenny also encouraged founders to use each funding round to address cap-table cleanup, such as exploring whether early investors want liquidity.

 

 

Andrew emphasized that building a strong business is more important than preparing for an exit; allocate time accordingly

 

He also distinguished between what makes a transaction successful vs what makes one smooth. A well-prepared exit may make for a smoother transaction, but it doesn't drive interest in your business and interest is what drives success.

 

Andrew’s recommendation: get ahead of financial diligence with a Quality of Earnings (QoE) review roughly a year before a planned exit. By assessing the sustainability of revenues, the review can surface issues you may want time to address.



The Event Sponsors

 

Wells Fargo's Technology Commercial Banking Group serves tech companies with treasury and cash management, credit solutions, foreign exchange, and access to capital markets. Contact Pauline.Chen@wellsfargo.com to learn more.

 

Turnstile automates quote-to-cash for sales-led companies no matter how they price. By creating a structured system of record for commercial terms, Turnstile helps teams stay lean, get paid faster, and scale with confidence.

 

Build Scale Grow identifies what is holding back progress and puts the systems and accountability in place to move forward.

 

Organized by the New York Tech CFO Group.


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Photos for "Takeaways from Exit-Ready: Early Moves for Better Outcomes" by Emily Friedman.


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