FE International, Inc.

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FE International, Inc. FE International is an award-winning global M&A advisor of SaaS, e-commerce and content businesses.

FE International is an award-winning global M&A advisor of technology businesses.

- Financial Times’ Fastest Growing Companies in the Americas (2020-2023)
- Inc 5000 US (2019-2023)
- Inc 5000 EU (2018)
- BBB A+ Rating It has completed acquisitions for thousands of founders, owners and acquirers, and is the preeminent valuation thought leader in the industry. Its team includes experts in exit planning, valuation, accounting, legal and more. Founded in 2010, FE is known for its extensive network of pre-qualified international investors. With headquarters in New York and regional offices in Miami, San Francisco and London, FE is an international company serving clients worldwide. It was named one of The Americas’ Fastest Growing Companies in 2021 and 2020 by The Financial Times and is also a two-time Inc. 5000 company.


- 94.1% sales success rate
- Over 1,000 successful acquisitions
- Over $1B in lifetime acquisitions
- Extensive global network of 80,000+ pre-qualified technology investors


Get in touch today for a free consultation and valuation!

If Google changed its mind tomorrow, how much of your revenue would be left?Every buyer runs that number before they mak...
10/16/2026

If Google changed its mind tomorrow, how much of your revenue would be left?
Every buyer runs that number before they make an offer.
Most owners have never run it.

In 2026, buyers do not ask whether a content business depends on search. They ask how much, and they price it with more precision than at any point in the last decade.

Revenue the business controls gets one price. Revenue a search engine controls gets another.

The difference does not just show up in the multiple. It shows up in the structure: how much is cash at close, and how much sits in an earnout tied to next year's traffic.

That sounds like bad news for content sites. It is not.

The discount is not a penalty on content businesses. It is a price on uncertainty. Remove the uncertainty, and you keep the value.

Two things move a buyer back up the range, and both can be built before you ever speak to one.

We wrote the 2026 guide for content sites, niche publishers, newsletters and communities:

Where the multiples sit, and which earnings number they apply to.

How each monetization model is priced.

The concentration checks buyers run, in more places than most owners expect.

What earns a premium this year.

The steps to take in the year before a sale.

Read the full guide: https://www.feinternational.com/blog/website-and-content-business-valuation-multiples-in-2026

Your buyer will find it.Not because they are suspicious. Because that is the job.The only question is whether you found ...
10/06/2026

Your buyer will find it.
Not because they are suspicious. Because that is the job.
The only question is whether you found it first.

Every seller walks into diligence ready for questions about the things they know are sensitive.

Those rarely cost anything. They have already been explained.

The findings that reprice a deal are the ones nobody looked at.

The add-back with no invoice behind it.

The change-of-control clause in the largest contract.

The license problem your engineers' AI assistant left in the codebase.

The customer cohort that quietly broke pattern two years ago.

None of it is hard to fix before launch. All of it is expensive to defend once a buyer finds it under exclusivity.

Sell-side due diligence is the review you run on your own business before buyers do, using the lens they will use.

We wrote the version for technology sellers: four workstreams, the documents behind each, the issues that surface late and what they cost, and a 90-day plan to get it done.

Read it here: https://www.feinternational.com/blog/sell-side-due-diligence-checklist

Most app founders think they are selling a product.Buyers are deciding whether they are buying a business or a job.That ...
09/30/2026

Most app founders think they are selling a product.
Buyers are deciding whether they are buying a business or a job.
That one distinction is often worth a full turn on the multiple.

Download counts do not set the price. Earnings quality does. And buyers check the same handful of things every time, none of which appear on a download chart.

An app that runs on a few founder hours a week with documented processes is an asset. One that needs the founder answering support tickets at midnight is priced as a job with a product attached.

We put the entire sale into one guide: what apps are worth right now, what buyers look for, who is buying at each deal size, how deals get structured, and how the App Store and Google Play transfers actually work.

Read it before you take a call from a buyer:

https://www.feinternational.com/blog/how-to-sell-a-mobile-app

Two ecommerce brands. Same profit. Very different prices.One founder walked away with hundreds of thousands more than th...
09/22/2026

Two ecommerce brands. Same profit. Very different prices.

One founder walked away with hundreds of thousands more than the other.

Same earnings. Same category. The buyers were not wrong.

The gap came from decisions made long before either founder thought about selling. Not revenue. Not product. Structure.

We just published our 2026 ecommerce valuation guide, built from what we see across our own completed transactions.

What is inside:

- Why two businesses with identical earnings can land a full turn apart, and what separates them
- The size where buyers stop pricing your business one way and start pricing it another, and why getting this wrong costs you credibility with the first serious buyer
- The three questions every buyer is really asking before they name a number
- The eight levers that add value to your multiple, most of them inside your control today
- The newest item on the diligence checklist that did not exist two years ago
- How ecommerce compares with SaaS and physical retail, so you benchmark against the right set

Ranges tell you the neighbourhood. Your actual number depends on how transferable, how defensible, and how scalable your earnings look to someone who has never run your business.

Most founders find out which side of the line they are on when the first offer lands. Better to know before.

Full breakdown: https://www.feinternational.com/blog/value-and-sell-an-e-commerce-business

Most online business sales do not fall apart while you are looking for a buyer.They fall apart after you have found one....
09/17/2026

Most online business sales do not fall apart while you are looking for a buyer.
They fall apart after you have found one.
That is the part nobody prepares for.

You agree a price. You sign a letter of intent. Then the real work starts: due diligence, the purchase agreement, escrow, and the handover.

Due diligence is where deals die. The buyer asks for proof, and if the numbers are messy or the story shifts, the offer gets cut or pulled. Knowing what is reasonable to hand over, and when a buyer is just fishing for free information before changing the terms, comes down to having done it before.

What buyers want in 2026 has not changed much, but they check harder:

Financials: verified, not screenshots
Revenue: predictable, not one good quarter
Operations: the business runs without you in it daily

Sort that out before you go to market and you negotiate from a position of strength instead of hope. Our full guide walks through every stage of selling an online business, the three routes founders try on their own, and what makes buyers pay up.

https://www.feinternational.com/blog/should-i-sell-my-online-business-myself

Two founders sell the same software business on the same day.One gets $12.88 million. The other gets $15.17 million.Same...
09/15/2026

Two founders sell the same software business on the same day.
One gets $12.88 million. The other gets $15.17 million.
Same customers. Same revenue. Same reported profit.

The difference is one document: the add-back schedule.

An add-back is a cost sitting in your accounts that a buyer will never have to pay. The salary you take above market rate. The car lease running through the company. The legal bill from a dispute that is settled and closed.

Those costs disappear on the day you sell. So they get added back to your profit. That higher profit is the number a buyer multiplies to reach your price.

At 7x, every $100,000 you can defend is worth $700,000.

There is a catch. Buyers check every line against one test: if a similar expense showed up in the last two years, or could show up in the next two, it stays in your costs. Claim it anyway and the rest of your schedule gets treated as suspect.

We broke down which add-backs buyers accept, which ones they reject, the adjustments specific to technology businesses, and the full worked example behind those two prices.

Read it here: https://www.feinternational.com/blog/ebitda-add-backs

The most expensive mistake in a software sale is not accepting a low offer.It is going to market before you can answer t...
09/09/2026

The most expensive mistake in a software sale is not accepting a low offer.

It is going to market before you can answer three questions cleanly.

Which customers renew without you personally calling them.
What breaks in the business the day you stop working in it.
Why a buyer cannot rebuild what you built.

Founders who can answer those in a first call run short processes and hold their price.

Founders who cannot spend six months proving it, and every gap gets priced in.

None of this needs an advisor to prepare. It needs a few months.

Which is the argument for starting before a buyer knocks, not after.

More on preparing for a software exit:
https://www.feinternational.com/blog/saas-ma-trends

You will sell your company once.The person on the other side of the table has done it 40 times this year.That gap is the...
09/03/2026

You will sell your company once.

The person on the other side of the table has done it 40 times this year.

That gap is the single biggest reason good businesses sell for less than they are worth. It is also fixable.

What we see again and again in SaaS deals:

The founder who waits for one more record quarter usually goes to market after the trend has already turned. Buyers pay for where you are heading, not where you have been.

The founder with one customer worth a quarter of revenue watches buyers walk away or attach conditions to the price.

The founder who cannot rebuild their own revenue figure from the billing system gets discounted for it. Every time.

And the one that surprises people most:

The number of buyers at your table on the same day moves the final price more than almost anything in your accounts.

One interested party tells you what they are willing to pay.

Five tell you what the business is actually worth.

None of this depends on the market. All of it depends on preparation.

We put the whole thing in one guide: what SaaS businesses are selling for in 2026, the eight steps of a sale, how long each one really takes, and what to fix before you go to market.

https://www.feinternational.com/blog/how-to-sell-a-saas-business

Most founders find out what their SaaS business is really worth far too late.They anchor to a figure from an article or ...
08/25/2026

Most founders find out what their SaaS business is really worth far too late.

They anchor to a figure from an article or a conference talk. Then a buyer prices the business on something else entirely.

That gap is where deals stall.

Buyers look at retention, growth quality, and margin before almost anything else. Each of those can be improved in the months before you go to market, which means your multiple is not fixed.

Our new guide breaks down what private buyers are paying for in 2026, how public and private markets pulled apart this year, and what separates a premium exit from a discounted one.

https://www.feinternational.com/blog/saas-valuation-multiples

Your buyer isn't paying for the business you built.They're paying for the business that runs after you leave.That gap is...
08/21/2026

Your buyer isn't paying for the business you built.

They're paying for the business that runs after you leave.

That gap is the single largest avoidable discount in lower and middle-market tech M&A. It shows up in four places:

→ The multiple
→ How much of the price is cash at close vs earnout
→ How long you're locked in post-close
→ How many buyers will even bid

The last three matter more than founders expect, because they decide how much of the headline number you actually receive.

Buyers don't ask if you're essential. They run the absence test.

What happens if you're unreachable for 30 days? Then 90?

And they don't ask you. They ask your team.

Then they cross-check the answer:
→Who at your company has your top accounts spoken to this year
→ Who else logs opportunities in the CRM
→ Who else has deployed to production
→ Which vendor deals exist on a handshake
→ Who approves pricing, refunds and hiring

Here's the part most founders miss. This is one of the few diligence findings you can fix before going to market. Not by saying the business runs without you, but by producing the artifacts that prove it. A dated runbook. A signed account-ownership map. Six months of decisions you weren't in the room for.

If you're 6 to 24 months out, you have enough runway to change the answer.

Full guide has the five-area self-assessment and the 12-month plan:
https://www.feinternational.com/blog/key-person-risk-business-sale

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