Instead of raising dilutive equity, RealDefense uses debt to acquire companies. Lenders base the loan amount (typically 2-4x EBITDA) on the combined EBITDA of both the acquiring and target companies, allowing the business to fund growth while founders retain ownership.

Instead of selling software to traditional industries, a more defensible approach is to build vertically integrated companies. This involves acquiring or starting a business in a non-sexy industry (e.g., a law firm, hospital) and rebuilding its entire operational stack with AI at its core, something a pure software vendor cannot do.

Acquiring smaller companies at a 5-6x EBITDA multiple and integrating them to reach a larger scale allows you to sell the combined entity at a 10-12x multiple. This multiple expansion is a powerful, often overlooked financial driver of M&A strategies, creating value almost overnight.

Shield Technology Partners is executing an AI-powered roll-up of IT Managed Service Providers (MSPs). Instead of centralizing operations, their model is to acquire successful local MSPs, keep their existing teams and customer relationships intact, and then layer on proprietary AI tools to enhance the service offering and drive growth.

IFS uses a framework of four deal archetypes—Product Bolt-on, Customer Migration, Market Entry, and New Strategic Platform—to clarify the investment rationale and pre-determine the integration strategy for every acquisition, ensuring strategic alignment from the start.

A powerful go-to-market strategy is for an AI company to buy a legacy business (e.g., a debt collector) with existing clients but declining revenue. This allows the startup to bypass the difficult early sales process, immediately deploy and refine its AI, and use the acquired firm's client roster as a launchpad.

When acquiring a business, don't rely on a single outcome like achieving a growth target. Instead, seek assets that offer multiple ways to win. Even if the primary goal is missed, the acquired data, technology, or talent could create significant value for other business units, providing built-in insurance for the deal.

Established software leaders should not try to innovate on all new AI technologies organically. A more effective strategy is to let the VC community fund early-stage bets, then use strong balance sheets to acquire the proven winners and integrate them into existing platforms, as Salesforce has done.

For certain acquisitions like Poker, IFS deliberately avoids full integration to retain the target's agile, entrepreneurial culture. Instead, they use product connectors and provide access to parent company resources, allowing the startup to maintain its dynamism while leveraging scale.