Ep 472 Exit Story: The Broken LOI: How George Hartley Salvaged the Sale of SmartrMail
Dec 13, 2024
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George Hartley, co-founder of SmartrMail, shares his journey of turning an email retention tool into a $2 million SaaS platform. He recounts the major setback he faced when a buyer couldn't close the deal. Hartley emphasizes the importance of vetting potential buyers and lessons learned from a failed LOI. He also discusses the psychological pressures of selling a business during significant life changes, the complexities of fund verification, and the emotional dynamics in the acquisition process.
George Hartley learned that securing multiple interested buyers can salvage a sale and lead to better offers, especially amidst market challenges.
The importance of expert advice and a competitive approach in negotiations was highlighted as crucial for maximizing SmartrMail's selling price.
Deep dives
The Birth of SmarterMail
SmarterMail originated as a retention tool for Blue Thumb, an online art marketplace co-founded by George Hartley and his brother. They created an email tool that leveraged user data and preferences to recommend art, driving 10% of Blue Thumb's revenue. Recognizing the tool's potential for broader application, they decided to spin it off into its own SaaS company focused on marketing automation for e-commerce. This transition was initially challenging, taking 17 months to launch but eventually resulted in a full suite of marketing tools offering services like email and SMS automation.
Navigating Financial Challenges
Throughout its trajectory, SmarterMail faced significant capital challenges, especially during its formative years. Hartley and his team initially funded the venture with revenue from another successful business, alongside their personal finances and income from Blue Thumb. As Angel and VC investors came onboard, the financial support became a pivotal turning point, enabling SmarterMail to grow steadily. Despite this, sustaining growth in the light of intense competition from bigger players posed continuous challenges.
The Dangers of a Competitive Landscape
As competition increased, especially with the growing number of marketing automation tools, SmarterMail struggled to differentiate itself from established players like Klaviyo. Although they initially had a user-friendly interface as a key selling point, they found themselves trapped in a cycle of feature parity, losing their unique identity. The pressure from VCs to focus on growth led to recognition of a need to consider selling while exploring strategic options for the business. Additionally, Hartley noted how rapidly changing market dynamics impacted their growth potential and overall sentiment within the company.
Lessons Learned from the Selling Process
The journey to sell SmarterMail proved tumultuous after the first buyer's offer fell through due to a lack of funds, causing stress for the team. Fortunately, due to previous outreach and interest, they managed to secure subsequent offers amidst a declining market. Ultimately, the final sale yielded a better outcome than the initial offer, demonstrating the importance of maintaining multiple interested parties in the negotiation process. Hartley emphasized the value of expert advice during such transitions, advocating for running a competitive process to maximize the selling price.
Blue Thumb, Australia’s largest art marketplace, spawned SmartrMail—a SaaS business that grew to $2 million in annual recurring revenue (ARR). When George Hartley decided to sell SmartrMail, he faced a major setback: the buyer he signed an LOI with didn’t have the funds to close.
In this week’s Built to Sell Radio, George shares the lessons he learned when his first deal fell apart and how he ultimately salvaged the sale.
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