Hi everyone

Looking for some advice about what to do here. It feels like there is nothing straight forward in this startup journey :)

So we got offered to purchase our b2b saas platform for let’s say 1.7M now, with an earnout later. It is a great opportunity for us as they are leaders in our industry and almost completely derisk our earnout… it’s been a hard few years getting here.

The interesting part is the breakdown of funds for the 1.7M now.

Investor A invested 2 years ago with 500k, they now own approx 19pc. Investor B invested last year for 1M but said he wanted pref shares on liquidation. We never thought anything of it and put in shareholders agreement.

But… they omitted preference on sale of shares, ie preference shares. So there is no clause in our SHA covering preference for return of the first 1M back to them before the rest is split.

This means that in fact myself and cofounder do best out of this and clear about 450k each. While our investor B only gets 300k now and has to hope the earnout goes to plan, which it will! But that’s an aside.

But investor B is now arguing that he did in fact say this to us in person at the time… preference in sale or shares as well as liquidation.

We are unsure what to do, do we stick to our guns or agree some sort of compromise where we give a bit each to them?

What would or have people done here before?

at the time we barely understood what it meant to be honest and just deferred to the lawyer when it was asked for in the term sheet. the lawyer pretty much copy pasted the clause from the term sheet. Investor Bs mistake…

  • AndrewOpala@alien.topB
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    10 months ago

    One note from our experience - only about 10% of companies make their earnout requirements (32 deals)

    The earnouts are usually put in when a team argues that their company has more value than the buyer is willing to pay for. The answer for the startup is to pass on the offer and build more value if they think they can, or take the offer and hope they can build more value for the earn out. If the team isn’t supplemented by the buyer or give access to strategic assets and markets, the team goes into a lull after an aquisition and they fail to deliver.