Sell your SaaS software company to Tiny.

We size on profit, not revenue. Most of our SaaS acquisitions fall between $3M and $50M in annual profit. We've bought smaller niche tools and larger platforms — what matters is durable, real profitability, not a headline ARR number. If you're below that range we'll usually still talk; above it, we've done deals too.

Yes. Tiny will consider vertical SaaS when the company is profitable, serves a market the founder understands deeply, has loyal customers, and can keep operating independently after a sale. We care more about durability, retention, and cash generation than whether the category sounds fashionable.

Sometimes, but Tiny is usually a better fit for profitable software businesses that are already meaningful companies, not very small side projects. If a micro-SaaS has unusually strong retention, low owner dependence, and clear long-term durability, it can still be worth a conversation.

At roughly $3M EBITDA, a founder usually has several paths: keep running it, list it on a marketplace, hire an advisor, talk to private equity, or speak directly with a long-term acquirer like Tiny. Tiny is worth talking to if you want a real buyer, a simple process, and a home that protects the team and product after close.

The best buyer depends on what you want. A marketplace can help you find many bidders, an advisor can run a full process, private equity can work for larger sponsor-style deals, and a strategic buyer can pay for fit. Tiny is a strong fit when a bootstrapped SaaS founder wants certainty, cash simplicity, team protection, and long-term ownership.

Tiny is built for long-term ownership. We are not buying SaaS software companies because a fund clock requires us to deploy and resell within a fixed window. That makes Tiny relevant for founders who want a permanent or long-term home for the company rather than a short-hold financial sponsor.

Both. Bootstrapped is more common in our portfolio because bootstrapped founders tend to have built profitable businesses — and profitability is what we underwrite. We have also bought VC-backed companies where the cap table is clean enough that we can structure a deal that works for the preferred holders. We will not buy a business where the preference stack has already eaten the entire equity value.

We look at retention in the context of the business. A horizontal B2B SaaS with 95%+ gross retention is great. A consumer-prosumer SaaS with 70-80% annual retention can still be a wonderful business if the new-customer economics are strong. We are skeptical of businesses with 50%+ annual logo churn — that usually signals product-market fit problems no amount of capital will fix.

We value on a multiple of run-rate profit (typically EBITDA or normalized free cash flow), adjusted for the durability of the revenue. Recurring revenue with strong retention gets a higher multiple than transactional revenue. We do not use venture-style ARR multiples in isolation — they price for a future that may or may not materialize. We are happy to walk through how we got to a number; the math is straightforward.

Usually no. Our default posture is a simple structure with meaningful cash at close. In some situations an earn-out makes sense — bridging a gap on a fast-growing business, or a customer-concentration issue we both want to share risk on. When we use one, it's a small slice of the total, short, and tied to milestones the team genuinely controls. Never designed to underpay if the year goes sideways or claw back the headline number.

That is a conversation we can help you have, but we will not push. We have walked away from deals where co-founders were genuinely not aligned because those deals do not work after close. If one founder is ready to leave and others want to keep operating, we can structure for that — the buyer side is flexible, the alignment side has to come from you.

Not unless asked. The team that built the product makes product decisions after the sale. We have one rule: do not break the thing that customers love.

No to both. We do not require relocation. We do not consolidate finance, support, or engineering into a shared service. Companies in our portfolio operate independently from offices and teams that look much like they did before the deal.

Your choice. Some founders stay on as CEO for years and operate with new resources. Some transition out over six to twelve months and we either promote internally or help recruit a replacement. Some step back entirely at close. We are flexible because the right answer depends on what you actually want to do next, not on what the buyer needs.

We can often move from a serious first conversation to a fair written offer quickly. Diligence is usually measured in weeks, not months, but the timeline should fit the business and the founder. We do not run an investment committee that takes three months to clear a deal. The same handful of people who write the offer are the people who sign it.