When a division is worthmore to someone else.
Sell-side advisory for middle-market technology divestitures and carve-outs. We find the acquirer who values your asset most, run a competitive process, and get paid only when it closes.
Divestitures.com is the technology divestiture practice of FIH.com. Same advisors and the same success-based terms, focused on software and SaaS separations.
A non-core division is a slow leak.
It takes up engineering attention, complicates the story you tell your board, and grows more valuable to someone else while it sits inside your P&L.
Most corporate sellers start a divestiture about eighteen months later than they should. The decision is rarely the hard part. The preparation looks hard, and the first buyer who calls usually offers a number big enough to make waiting feel sensible.
That number is almost never the best one available. It is what a single buyer pays when he knows nobody else is bidding.
A prepared asset taken to a curated field of acquirers clears higher than the same asset sold to one buyer, and closes on better terms. Competition works on structure as well as on price.
The work is knowing which acquirers to approach, what to fix first, and how to do both at once without the process leaking inside your own company.
Not sure whether your asset is ready? The assessment takes three minutes and the score is free.
Score my readinessFour phases, four to eight months.
None of this is unusual. What separates a good outcome from a poor one is how much of it happens before a buyer sees the asset.
Define the perimeter
Which contracts, which engineers, which IP, which shared services. Buyers pay for clarity here and discount heavily for anything vague. Most of the price is settled at this stage, months before a buyer sees a number.
Build the standalone case
Normalised financials, a standalone cost base that holds up, and a growth case a buyer's investment committee can take forward. We prepare the CIM, the model and the data room before approaching anyone.
Run a real process
A curated field of strategic and financial acquirers, approached in parallel under NDA. Competition is what sets the price. One conversation with one buyer sets whatever that buyer is comfortable paying.
Negotiate to close
From indications through diligence, purchase agreement and transition services. We run the workstreams so your operating team can keep running the business.
Software and SaaS, priced by sector.
Indicative revenue multiples for middle-market assets with disclosed terms. Perimeter and retention move these figures more than sector does.
Divestitures.com analysis of publicly reported transactions. Illustrative benchmarks, not a valuation. Methodology
Sector detailBuilt for separations, not for company sales.
Carve-outs, specifically
Separating a division is a different job from selling a company. Shared engineering, commingled contracts, transfer-priced revenue and transition services are the real work, and they are where generalist bankers stall in diligence.
Paid only when you are
No retainer and no work fee. That also means we will say so when the right answer is to wait a year, because a failed process costs us more than it costs you.
The buyer universe, not a rolodex
We identify acquirers from live mandate data: who is buying at your size, in your vertical, this quarter. They are approached in a planned sequence rather than through whoever we happen to know.
Confidential by default
Your employees, customers and competitors learn nothing until you decide they should. Staged disclosure, controlled data rooms, and an NDA on every counterparty.
Three tools that answer the first questions.
Each one shows you the result before it asks for anything. Use them anonymously if you prefer.
Divestiture readiness assessment
Twelve questions across the five areas buyers diligence. Your score appears straight away, with no email required to see it.
Score my assetConfidential valuation analysis
A supportable range for your division, with comparable transactions, the likely buyer profile, and what would move the number.
Run a valuationBuyer universe explorer
Who is acquiring at your size in your vertical: strategic platforms, sponsors, and what each type typically pays.
See the buyersThe whole fee schedule.
- Mandate range
- Enterprise value we take to market
- $50M – $500M
- Retainer
- We are not paid to prepare, market or negotiate
- None
- Work fee
- No monthly minimum and no expense draw
- None
- Success fee
- Of enterprise value, scaled to deal size
- 1.4% – 2.9%
- Payable
- And only at close
- At close
You never pay to find out.
A first conversation costs nothing and commits you to nothing. If the right advice is to wait two quarters and fix retention first, that is the advice you will get. We would rather run a good process next year than a poor one now.
Every mandate startswith one conversation.
Tell us what you are considering. A senior advisor from FIH will come back with a straight read on value, timing and who would actually buy it, before you commit to anything.
- Confidential. Nothing you share leaves the advisory team.
- Success-based. No retainer, no upfront fees, no obligation.
- A senior FIH advisor responds within one business day.