Case study

Strategic Sale of a SaaS Logistics Platform to a UK Private Equity Fund

Company

Saas Logistic Platform

Industry

B2B Technology

Challenge

Growth plateau and no structured buyer engagement.

Impact

Competitive process delivered strong valuation and exit.

A Singapore-based SaaS logistics platform had grown steadily for several years, reaching strong recurring revenue and securing integrations with major regional carriers. But despite the quality of the technology, momentum had slowed. Expansion into new markets was proving difficult, enterprise sales cycles were stretching, and the founders lacked visibility on how to transition from a regional niche player to a scalable global operation. They knew the product had value, but they couldn’t clearly articulate where the business stood in the eyes of potential acquirers.

The founders sought a complete exit but faced a fragmented market, inconsistent buyer interest, and no structured pathway to engage credible acquirers. They needed a partner capable of assessing the true strategic value of the business, preparing investor-grade documentation, and running a disciplined, confidential outreach across Europe and Asia. B&C was engaged to evaluate the company, build the full investment narrative, and lead the sell-side process end-to-end.

The challenge

The structural constraints that limited their exit potential

Despite strong fundamentals, the company’s positioning created several challenges for investors. The product served multiple customer types, logistics operators, shippers and regional carriers, but lacked a clearly defined target vertical, making the commercial story difficult for buyers to interpret. As a result, revenue quality appeared less predictable than it truly was.

Operationally, the team was still operating like an early-stage company despite having mature clients. Documentation, financial reporting and implementation processes were inconsistent, creating friction during investor conversations. The technology was solid, but the lack of structured materials made it harder for investors to assess defensibility.

Most importantly, inbound interest from buyers was scattered and transactional. Without a coordinated go-to-market for the exit, the founders had no leverage to create competition, a critical element for maximizing valuation in a fragmented logistics-tech landscape.

The solution

How B&C reframed the company and engineered a competitive process

We began with a full investment-grade diagnosis of the business: financial structure, technology defensibility, client stickiness and long-term scalability. This work revealed the true value drivers, particularly the proprietary carrier integrations and the above-average retention across mid-market logistics clients. We repositioned the company as a specialized automation platform with strong switching costs rather than a generalist SaaS tool.

In parallel, B&C rebuilt the entire investor documentation suite, including a detailed valuation report, a 45-page Information Memorandum and a structured KPI deck. This ensured that every interaction with buyers communicated clarity, maturity and strategic fit. The narrative shifted from “regional SaaS vendor” to “mission-critical infrastructure for logistics operators”.

Finally, we executed a targeted outreach strategy across Europe and Asia, focusing on strategic acquirers, niche logistics platforms and mid-cap private equity funds. By controlling the flow of information and coordinating buyer engagement, we created real competitive tension that ultimately led to multiple offers.

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Results

“B&C didn’t just run a process, they transformed how buyers perceived our company. Their preparation, positioning and negotiation leadership drove a level of interest we never imagined. The clarity they brought to our story is the reason we secured such a successful exit.”

David O.

CEO & Co-founder

4.0x
Increase in competitive offers versus previous inbound attempts
SGD 4M
Final valuation secured from a UK private equity fund
12 weeks
From outreach launch to signed term sheet

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