An exit event refers to the various ways in which startup founders, employees, and investors can "exit" their equity positions in a private company and convert their ownership stakes into liquid cash or marketable securities. The most common types of exit events are an initial public offering (IPO), acquisition, or merger with another company. Less common exits include management buyouts, secondary sales to private equity firms, and asset sales. Exit events are a crucial milestone for any startup.
For founders and employees, an exit event allows them to realize the financial returns on years of hard work and sacrifice in building the company. Instead of illiquid private stock, they now hold access to valuable public shares or a direct cash payout. Investors can finally attain liquidity on their invested capital and measure the quality and success of their investment.
Overall, exit events mark the transition of a private venture into a self-sustaining public company or a new business unit under different ownership. The proceeds from the exit event are distributed based on equity stakes detailed in investment agreements and applicable employee stock option plans.
A successful exit event requires immense preparation, discussions, and legal procedures. However, the rewards can be highly profitable for founders, team members, and investors alike. For example, through an IPO or acquisition, a startup's ordinary shares could swiftly transform into large sums of money and market worth in the millions or even billions. This is why skillfully navigating the process of investing and exiting is crucial for unleashing the wealth-generating possibilities of investing in expanding startups.
Going public through an Initial Public Offering (IPO) is considered a major milestone for a startup. It involves the company selling its shares to the public on stock exchanges such as the NYSE or Nasdaq. This move can be appealing to startups and businesses seeking to raise funds and gain legitimacy. Nevertheless, opting for an IPO also carries downsides and uncertainties.
Pros of IPOs for Startups
Cons of IPOs for Startups
Examples of Startup IPOs
Many startups often choose mergers and acquisitions (M&A) as a way to exit the business. In an M&A exit, the startup sells its company to another business. The acquiring company buys the business of the startup, which includes its property, assets, debts, and ownership shares. The founders, investors, and employees of the startup receive a payout from the sale based on the agreed-upon commercial terms of the deal and their ownership stakes.
Negotiating an M&A Deal
During M&A discussions, the main focus is on determining the value of the startup. Valuation depends on many factors:
Other key M&A deal terms include:
The startup's investors and board of directors must approve the deal. It's critical to involve experienced legal counsel and financial advisors during M&A negotiations.
Valuation and Pricing
There are several valuation methodologies used to determine M&A pricing:
Final valuation often involves a negotiation process and may include contingent payments like earnouts based on future performance. The valuation sets the acquisition proceeds available for distribution to shareholders. Liquidity preferences determine how much common vs. preferred shareholders receive.
In a Management Buy Out (MBO), founders, executives, and managers take over a majority stake by purchasing shares from shareholders. This empowers the management team to have ownership and authority while also offering existing investors a chance to cash out. They secure financing from private equity firms or loans to fund the buyout.
Founder-CEOs find management buyouts (MBOs) appealing when they aim to retain control and want to transition into private ownership after securing venture capital. Instead of opting for a sale, the management team chooses to pursue an MBO to purchase the shares held by shareholders. MBOs are frequently seen in private equity company-backed firms. Successful MBOs result in founders gaining a larger ownership stake and full control.
Secondary sales involve selling shares on a secondary market, providing liquidity for founders, employees, and investors without requiring an acquisition or IPO. Common for mature startups, these sales offer exits for long-term shareholders while maintaining the company's ownership structure. Founders retain control, investors recoup returns, and employees sell vested options or shares. Secondary sales offer flexibility, allowing shareholders to seek liquidity on their terms. The company remains independent, while individuals receive payouts.
Asset sales involve selling parts of a startup's business or assets to generate liquidity, providing a partial exit for founders and investors without pursuing a full acquisition or IPO. Tangible and intangible assets can be sold, allowing the purchaser to acquire specific assets while the original company continues operating. Asset sales offer early returns to investors and shareholders, maintain control and avoid the need for a high valuation. They can also help balance the cap table and allow startups to focus on their core business. The capital influx from asset sales can fuel growth or acquisitions. Overall, asset sales provide flexibility between a full exit and ongoing operations, particularly for startups with longer timeframes for traditional exits.
Clauses Equity compensation contracts like stock option plans contain clauses outlining the terms and conditions related to liquidity events like an acquisition or IPO. These clauses specify important details that impact employees' ability to exercise their options or sell their shares when an exit occurs. A typical liquidity event clause will define what events qualify as an exit, such as the company being acquired for over a certain valuation threshold. The clause sets exercise windows, which dictate how long employees have to exercise vested stock options after a liquidity event takes place.
For example, the clause may provide a window of 3 months post-acquisition for employees to exercise options. Exercise window lengths can vary based on the type of exit. An IPO may have a longer window than an acquisition. The clause may also outline accelerated vesting conditions, allowing employees to immediately vest or pay a percentage of unvested options upon an exit event being completed. This helps employees capture more value from their equity compensation.
Founders and employees should pay close attention to liquidity event clauses when negotiating their equity compensation contracts. Key terms like exercise windows, accelerated vesting percentages, and qualifying exit criteria can significantly impact the value realized from stock options or shares. Employees may try to negotiate longer exercise windows or lower qualifying thresholds. Seeking professional legal and financial advice is recommended when evaluating liquidity event contract clauses. The specifics can get complex, but have major implications on employees' ability to benefit from their equity compensation in an exit. With the right clauses, employees can maximize their upside when their startup reaches a successful liquidity event.
Exit events can have major tax implications for startup founders, employees, and investors. Understanding these tax considerations is crucial to properly plan for an exit event. When startup equity is sold, whether through an IPO, acquisition, or other exit event, it triggers a taxable exit event. The proceeds are treated as capital gains and taxed based on the difference between the sale price and the cost basis of the shares.
For founders and employees, restricted stock units (RSUs) and stock options that vest as part of an exit event are considered ordinary income. The full value of vested shares or exercised options will be taxed as income, which could result in a large tax bill. Proper tax planning is essential to reduce taxes and avoid any unnecessary surprises.
Here are some key strategies:
With the right planning and professional advice, startup equity holders can reduce taxes and maximize interest on their payout at exit. Avoiding surprises around tax obligations is no doubt the key to a smooth and lucrative exit event.
Here are some suggestions to prepare for a successful exit:
Honestly evaluate your company's readiness for an exit - do you have sufficient traction and momentum in your market? Have you hit growth and revenue benchmarks? Is your product where it needs to be? Assemble advisors to provide an objective outside perspective.
Your valuation at exit will determine the return for founders and investors. Start focusing on metrics that matter to potential acquirers - revenue growth, active users, retention rates. Consider an independent valuation assessment. Enhance your valuation story and be ready to demonstrate traction.
Get your cap table organized, vesting schedules aligned, and contracts in order. Audit financials and get statements ready. Address any pending legal issues. Develop compensation packages to retain key employees through the exit.
Incorporate exit readiness into quarterly OKRs and board reporting. Maintain focus on execution, but ensure the company is prepared. Assign a point person to coordinate readiness efforts and liaise with advisors.
If possible, avoid having a "single point of failure" on exit options. Explore multiple exit paths - IPO vs acquisition, international buyers, PE investors. If there are multiple potential acquirers, it creates leverage in negotiations.
Once you engage with potential acquirers, carefully manage the process. Appoint internal and external team members. Plan communications for employees, customers, partners. Develop a strategy for negotiations. Anticipate complexities and risks. Stay focused on running the business during the process. By planning and getting ready, entrepreneurs can enhance their bargaining power and secure the most favorable deal when its time to exit. Evaluating preparedness, increasing the valuation, considering all of the alternatives, and overseeing the process efficiently will yield benefits.
Falling Short of Expectations
One of the biggest risks is that the sale or exit event fails to meet the expectations of stakeholders in terms of valuation and profit. After years of effort, an acquisition or sale at IPO price paid seems low, it can lead to disappointment. Valuation is an art, not a science, and differences in perceived worth can jeopardize deals. Founders and investors may have overly optimistic expectations of what the company is worth.
Disagreements Over Valuation
Differences in opinion over the ideal timing and value of the company in an exit can cause substantial disagreements between founders, early investors, employees with equity, and potential acquirers. This can delay or derail deals, lead to protracted negotiations, and create tensions between stakeholders. Setting realistic valuation expectations early on is key.
Failing to Exit
There is always the risk that a planned asset sale or exit event fails to materialize at all. The macroeconomic climate, regulatory changes, shifts in the competitive landscape, or simply failing to find a suitable buyer or complete an IPO can all scupper exit plans. After years focused on exiting, falling short can leave everyone disappointed. Alternatively, founders may prefer not to sell or to exit but investors want liquidity.
Loss of Control
Founders and executives often enjoy the autonomy and control of leading an independent company. After an acquisition, they may lose strategic control, reporting to new owners with different priorities. This can be difficult psychologically, as well as leading to changes in culture and operations.
Added Scrutiny and Accountability
IPOs attract increased attention from the regulations and more responsibility towards shareholders. Dealing with the demands of reports, disclosures, and legal obligations can pose difficulties for businesses. Executives may find it challenging to answer to shareholders who prioritize term financial gains and profit over long term goals.
While going public can lead to value creation it also carries risks that founders and investors need to evaluate as they strategize their exit plan. By maintaining communication having expectations exercising patience and seeking expert guidance many potential pitfalls can be anticipated and effectively managed.
