Deal Summary

Listing:  Listing #1568204. Company name and legal entity disclosed after a signed NDA.
Business Website:  Disclosed after a signed NDA
Business Location:  Europe (EU-based), with EU-only data processing and a remotely operable team. Customers across Europe and North America.
Business Start Date: 2019
Business Model:  B2B SaaS subscriptions (annual recurring contracts), with a small services and setup component.
Industry:  Employee Advocacy and Employee-Generated Content software, at the intersection of marketing technology, internal communications and HR technology.
Percentage Being Sold:  100%
Sales (TTM Revenue): $1,084,000
Profit (TTM EBITDA): $60,000
Business Multiple (TTM Revenue): 2.38x
Recurring Revenue Share:  approximately 98% of total revenue
Active Customers:  approximately 100 enterprise accounts, no single account above roughly 3% to 4% of MRR
Enrolled Users:  100,000+ enrolled employee users across the customer base
Tag Line:  Sticky, enterprise-grade employee advocacy SaaS, about $1.05M ARR at roughly 98% recurring, returning to profitability with a clear margin-expansion path.

1.  Executive Summary

The Company is an established employee advocacy software platform that helps enterprises turn their own employees into a distribution channel for company content on social media. Companies connect their owned media, websites and recruitment feeds, and the platform uses an automation layer to deliver relevant, ready-to-share posts to individual employees, who amplify that content to their personal networks. The product is sold to large organisations on annual recurring contracts and is operated by a lean team.

The financial profile is that of a mature, sticky SaaS business rather than a high-growth one. Trailing twelve-month net revenue is approximately $1.08M, of which roughly 98% is recurring subscription revenue. The customer base is made up of about 100 active enterprise accounts, including a roster of blue-chip European and global brands, with more than 100,000 enrolled employee users across those programs. No single customer accounts for more than roughly 3% to 4% of monthly recurring revenue, so revenue is broad rather than concentrated.

Earnings are at an inflection point. The business ran at about breakeven two completed years ago, produced roughly $20,000 of EBITDA in the last completed year, and generated about $60,000 of EBITDA on a trailing twelve-month basis, with the first half of 2026 running at a higher margin still. Cost is dominated by salaries and by a development and operations line; both are controllable, which is why the margin has expanded as the cost base has been held while recurring revenue grew.

Two characteristics define the opportunity. First, the revenue is high quality: long-tenured enterprise logos, multi-year cohorts, near-total recurring mix and very low customer concentration. Second, the asset carries embedded distribution, most visibly through a reseller and add-on relationship with a leading third-party social-media intelligence suite, alongside a direct salesforce and additional channel partners. A buyer is acquiring a defensible enterprise customer base, a six-year category data advantage expressed in the proprietary annual industry benchmark it publishes, and a cost structure with clear room to widen margins as it grows.

The business is offered as a 100% sale. The guide price is confirmed through FIH.com, and an indicative, ARR-based valuation framework is provided later in this memorandum. The seller will consider both all-cash and structured offers.

2.  Company Overview and History

The Company was built in Europe to solve a specific problem for marketing, communications and HR teams: company posts on corporate social channels reach only a fraction of the audience that the same content reaches when employees share it. Rather than rely on paid advertising, the platform makes it simple, low-effort and measurable for a company to mobilise its workforce as an organic distribution network.

Over time the product matured from a basic sharing tool into a full platform with automated content gathering, AI-assisted post generation, native content creation, individual employee hubs, gamification and reporting. The company has published an annual employee advocacy benchmark for six consecutive years, drawn from its own customer base. That benchmark is both a marketing asset and evidence of a durable category position, since it reflects years of accumulated data on how enterprise employees actually adopt and use advocacy programs.

The Company operates through a European legal entity and serves customers across Europe, the United Kingdom and North America. The business is sold as a whole, including the platform, the brand, the customer contracts, the direct and reseller channels and the benchmark data set. Real identifying details beyond what is set out here, including the corporate structure, full customer contracts and owner information, are disclosed after a signed non-disclosure agreement.

3.  The Product

The product is a web platform with three core jobs: gather content, distribute it to employees, and measure the result. Content is pulled automatically from a company's owned channels, website and recruitment systems through API and RSS integrations, and can also be created natively inside the platform from images, PDFs and videos. The platform then presents that content to employees through three distribution methods: scheduled campaigns, an automated content flow, and an AI-driven distribution mode that keeps a program running with minimal administration.

How employees share

A defining product choice is hybrid sharing. Employees can share with or without connecting their personal LinkedIn account through the social API, which matters because the company's own benchmark shows that a large share of organisations do not allow, or do not adopt, the API connection. Each employee gets a personal social hub with content suggestions, scheduling, personal statistics and a scoreboard, which supports both push activity from administrators and self-driven pull activity from employees. The benchmark data shows that offering employees several post options at once is materially more effective than single send-outs.

Administration and reporting

On the administrative side, the platform offers unlimited admins, a custom domain, roles and permissions, and free support with a dedicated customer success manager included rather than charged as an add-on. Reporting covers campaign and content performance, departmental and individual activity, UTM tracking and earned media value, which is the metric enterprise buyers use to justify the program internally. The product is designed so that an advocacy program can run continuously with low manual workload, which is central to retention.

4.  Market and Customers

Employee advocacy sits inside the broader marketing-technology and internal-communications market. The underlying demand driver is straightforward: organic reach on corporate social channels has declined, paid social has become more expensive, and employees are a more trusted and higher-engagement distribution channel than brand accounts. The Company’s own benchmark quantifies this, finding that employee advocacy activity accounts for a majority of total LinkedIn post engagement for participating companies, and considerably more in organisations that run a structured, company-wide program.

The Company’s customers are predominantly large enterprises and public-sector bodies. The base includes household European and global names across manufacturing, energy, financial services, professional services, logistics, healthcare and the public sector. Representative customers include global and regional leaders in their fields, and the typical buyer inside each account is a social media, communications or HR leader who owns brand reach, employer brand and talent attraction.

The customer profile is attractive for an acquirer for three reasons. Contracts are recurring and multi-year, so revenue is predictable. The base is diversified across countries, currencies and industries, with revenue billed across several European currencies and US dollars, which reduces single-market exposure. And concentration is low, with no single customer representing more than roughly 3% to 4% of monthly recurring revenue, so the loss of any one account is not material to the whole.

5.  Financial Performance

The business is reported in the company’s local currency and converted here to US dollars at the seller’s stated rate. Revenue is almost entirely recurring subscription revenue, with a small services and setup component and a minor partner-margin adjustment on reseller business. The table below sets out the trailing twelve-month profit and loss for June 2025 to May 2026.

Line	USD	% net revenue
Net revenue	1,080,000	100%
Salaries	550,000	51%
Development and operations	340,000	31%
Rent and general & administrative	75,000	7%
Sales and marketing	60,000	6%
Total operating cost	1,020,000	94%
EBITDA	60,000	6%

Net revenue is shown after a small reseller partner-margin adjustment. Owner remuneration is contained within salaries; an owner-operator buyer can revisit that line. Full bank, subscription and statutory reconciliation is released in the data room post-NDA.

Annual track record

The annual series shows a long, real record and a clear earnings inflection as recurring revenue grew while the cost base was held.

Period	Net revenue	EBITDA	Margin	Note
FY2024 (calendar)	~$0.98M	~breakeven	~0%	Around breakeven
FY2025 (calendar)	~$1.05M	~$20k	~2%	Recurring growth, cost held
Trailing 12 months	~$1.08M	~$60k	~6%	Margin expanding
H1 2026 (Jan to Jun)	~$0.54M	~$35k	~7%	Run-rate above trailing year

Figures converted from local currency at the seller’s stated rate. Calendar-year figures are complete actuals; the most recent months of 2026 reflect actuals trending ahead of the trailing-year margin. Later 2026 management budget is held separately in the data room and is not relied on here.

On a monthly basis, recurring revenue sits in a tight band around $90,000, while monthly EBITDA improved across the trailing year, with the strongest months in the most recent quarter. The reconciled month-by-month profit and loss is provided in the data room after a signed NDA.

6.  Subscription Metrics and Unit Economics

The Company is a clean recurring-revenue business. Monthly recurring revenue is approximately $90,000, with the recent exit run-rate closer to $95,000, which puts annual recurring revenue at roughly $1.05M. Recurring subscriptions are about 98% of total revenue, with the small remainder coming from setup and services.

Metric	Value
MRR	approximately $90k (around $95k at the recent exit run-rate)
ARR	approximately $1.05M
Recurring revenue mix	approximately 98% of total revenue
Active enterprise accounts	approximately 100
Enrolled employee users	100,000+ across the customer base
Customer concentration	no single account above ~3% to 4% of MRR
Currency mix	Several European currencies and US dollars
Employee unsubscribe rate	about 3.6% of invited employees (program-level, per benchmark)

Retention is the core of the investment case. The customer ledger shows long-tenured accounts holding stable monthly values across many consecutive months, which is the signature of high logo retention in enterprise SaaS. At the level of the individual employee, the company's benchmark records that only about 3.6% of invited employees unsubscribe from a program, evidence that the product is well accepted by end users once a program is live. Precise logo retention, net revenue retention and cohort detail are reconciled in the data room.

7.  Sales, Marketing and Channel

The Company reaches its market through two complementary routes. The first is a direct salesforce that sells into enterprise marketing, communications and HR teams. The second, and a notable feature of this asset, is a reseller and OEM channel. A meaningful share of the customer base is served through partners, most visibly an add-on relationship with a leading third-party social-media intelligence suite, where the product is positioned and sold as the employee advocacy layer alongside that partner’s listening and publishing tools. Additional accounts are served through a continental European go-to-market entity and a North American channel partner.

Marketing spend is deliberately modest, running at roughly 6% of revenue, which is consistent with a business that grows mainly through retention, channel relationships and reputation rather than heavy paid acquisition. The annual employee advocacy benchmark is the centrepiece of the marketing engine: it is original research, it is referenced by customers and prospects, and it positions the Company as a category authority at very low cost.

The channel is both an asset and a managed risk. It provides embedded, low-cost distribution and access to enterprise accounts that would be expensive to win directly. It also concentrates a portion of revenue on partner relationships, so the structure, economics and contractual terms of the reseller arrangements are a primary diligence item and are fully disclosed in the data room.

8.  Operations and Team

The business is run by a lean team spanning product and engineering, customer success and support, and commercial and channel management. The cost base reflects this, with salaries the largest single line and a development and operations line covering hosting, infrastructure and ongoing product work. Because the platform is mature and the customer base is stable, the operation does not require heavy headcount to maintain, which is why the margin expands as recurring revenue grows against a held cost base.

Operations are designed to be transferable. The product runs as standardised software with documented integrations, the customer success motion is repeatable, and the reporting layer means account health is visible rather than tribal knowledge. The seller is open to a transition period to hand over customer relationships, channel partnerships and product knowledge cleanly. There are no unusual operational dependencies disclosed at this stage; the full organisation chart, supplier list, contracts and any transition arrangements are set out in the data room.

9.  Technology, Security and Defensibility

The Company’s defensibility rests on data security, integrations and accumulated category data rather than on a single proprietary algorithm. The most differentiated technical position is compliance: data is processed exclusively within the European Union, through established providers in Germany and the Netherlands, which removes the United States data-transfer exposure that several competitors carry. For European enterprise and public-sector buyers, EU-only processing is frequently a procurement requirement rather than a preference, which both wins deals and protects the installed base.

The integration surface is broad. Content is gathered automatically through API and RSS connections to owned social channels, websites and recruitment platforms, and the platform supports an integration with a leading social-media intelligence platform that competitors do not offer, which is the technical basis for the reseller relationship. Native content creation, hybrid sharing with and without the social API, scheduling, gamification and detailed reporting round out a feature set that the company's competitive analysis positions ahead of typical alternatives on integrations, content creation and all-inclusive licensing.

The third pillar is data. Six years of benchmark data across a large enrolled-user base gives the Company a defensible, hard-to-replicate view of how enterprise employees adopt and engage with advocacy programs, which informs the product and supplies credible marketing. Technical due-diligence material, the architecture, the security posture and the integration documentation are available in the data room.

10.  Brand, Customers and Reputation

The Company’s reputation is carried by its customer roster and its published research rather than by a founder's personal profile, which means it transfers cleanly with the business. The customer base includes well-known European and global enterprises and public bodies, and named customers speak to measurable returns, strong employee adoption and a smooth implementation experience in the company's own published testimonials. The six-year benchmark reinforces the brand as a category reference point.

Because the brand is institutional rather than personal, and because the relationships are embedded in enterprise procurement and, in many cases, in a reseller's product suite, the reputation and the goodwill convey to a buyer without key-person risk attached to any single individual.

11.  Growth Opportunities for a Buyer

The business is run for stability today, which leaves several clear, fundable levers for a buyer. Each is supported by the company's own data or by the structure of the asset.

• Expand the channel.  The existing add-on relationship demonstrates that the product sells well as an embedded layer inside a larger martech suite. A strategic owner can widen that pattern with additional platform partners and OEM relationships, turning a proven motion into a repeatable distribution strategy.

• Lift price and packaging.  Pricing has been stable and all-inclusive, with unlimited admins and custom domains bundled in. Structured price testing, tiering and annual-plan optimisation against the value the platform delivers in earned media are largely unexercised.

• Convert the benchmark into pipeline.  The annual benchmark is high-authority original research that is currently under-monetised as a demand-generation engine. A buyer with a marketing function can turn it into a consistent inbound channel.

• Operating margin.  Recurring revenue has grown while the cost base has been held, and the margin has widened accordingly. A disciplined owner can continue that, or fold the platform into an existing martech or HR-tech operation and remove duplicated overhead entirely.

• Land-and-expand inside accounts.  The benchmark shows that programs grow when more business units and content sources are added and when the automation mode is used to maintain frequency. Systematic expansion within the existing blue-chip accounts is a low-risk path to higher MRR per logo.

• Geographic and product adjacencies.  EU-only data processing is a strong wedge into regulated European buyers, and the existing North American footprint is a base to build on. Adjacent use cases in employer branding and recruitment marketing extend naturally from the current feature set.

12.  Known Risk Items

These items are stated plainly because diligence will surface them.

• Thin current profitability.  The business is only recently profitable, with TTM EBITDA around $61,000 on roughly $1.08M of revenue. The investment case rests on the quality and stickiness of the recurring revenue and on the margin-expansion path, not on current earnings. The salaries and development lines are the levers a buyer would model.

• Channel concentration.  A portion of revenue is served through reseller and OEM partners, most notably the relationship with the social-media intelligence suite. This provides valuable embedded distribution but concentrates some revenue on partner arrangements. The contracts, economics and renewal terms are a primary diligence item and are fully disclosed in the data room.

• Modest growth.  Recurring revenue is growing at high-single to low-double digits rather than at venture pace. This is consistent with a mature category position and an enterprise base, and it is the reason the revenue is so predictable, but a buyer should price the asset as a durable cash-generative platform rather than a hyper-growth one.

• Currency exposure.  The business reports in its local currency while billing across several European currencies and US dollars. This diversifies market risk but introduces translation exposure, which is quantified in the data room.

• Platform dependence.  Like all advocacy tools, the Company depends on third-party social networks, principally LinkedIn, and on their APIs and policies. The hybrid sharing model, which works with or without the social API, materially reduces this exposure relative to competitors that require the API connection.

13.  The Transaction

The business is offered as a 100% sale of the operating company on a cash-free, debt-free basis, including the platform, the brand and domains, the customer contracts, the direct and reseller channels, the benchmark data set and the supporting team knowledge. The seller will consider both all-cash offers and structured offers, and is open to a transition period to hand over customer and channel relationships.

Indicative valuation framework

Because the business is a sticky, near-all-recurring SaaS platform with modest current earnings, value is most appropriately framed against annual recurring revenue rather than a current-year earnings multiple. The table below is an indicative framework only, set against the approximately $1.05M ARR, and is provided to make the sensitivity explicit. It is not a guide price. The formal guide price is confirmed through FIH.com, and a strategic acquirer, including an existing channel partner or a martech or HR-tech consolidator, would typically value the embedded distribution, the blue-chip logo base and the data advantage above a purely financial multiple.

ARR multiple	Indicative enterprise value (on ~$1.05M ARR)
1.5x	approximately $1.6M
2.0x	approximately $2.1M
2.5x	approximately $2.6M
3.0x	approximately $3.2M

Indicative only and provided for sensitivity. Not a guide or asking price. Actual value depends on buyer type, deal structure and diligence findings, and the formal guide is confirmed through FIH.com.

Process and what is included

The process is non-exclusive, with offers invited through FIH.com. The post-NDA data room contains the reconciled monthly and annual profit and loss, the subscription and MRR ledger with customer-level detail, the reseller and channel contracts, the six-year benchmark data set, technical and security due-diligence material, the organisation chart and supplier list, and a transfer checklist. Included in the sale are the code and platform, the brand and domains, the customer relationships, the direct and reseller channels, the benchmark data, and a seller transition. Real identifying details beyond this memorandum are disclosed after a signed non-disclosure agreement.

14.  Reason for Sale

The reason for sale, the owner's objectives and any preferred structure are discussed directly with qualified buyers through FIH.com and confirmed after a signed non-disclosure agreement. The business is being offered as a clean, whole-company sale, and the seller is willing to support a transition so that customer relationships, channel partnerships and product knowledge transfer in good order.