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A remote acquisition platform that buys lean, product-led SaaS companies and compounds them inside a shared operating group.
23–25 acquisitions completed · targets $2M–$10M revenue businesses
The acquisition thesis is simple: buy profitable software that already runs with very little founder involvement, then add operating leverage.
Fewer bars = easier, cheaper, or faster for an AI-assisted solo builder. Editorial judgments based on the case details.
SaaS.group is presented as a remote acquisition platform for product-led software companies in Western Europe and the United States. Pavel Prokofiev joined almost four years before the interview and built a seven-person M&A team across Europe, with a first Canadian hire. He said the group had brought more than 15 brands into the platform in four years and had completed roughly 23–25 transactions in its almost eight-year history. Its target is a capital-efficient SaaS company with revenue between $2M and $10M, strong growth, limited marketing, and a small efficient team. The preferred business can run close to autopilot: automated Stripe billing, clean QuickBooks accounting, documented operations, current code on AWS, and little founder dependency. The model is a scale reference rather than a low-capital side project. It shows how a focused acquirer can build a portfolio by sourcing proprietary opportunities, validating customer and financial quality, and adding people or distribution after close.
For an acquisition platform, the first customers are sellers, not software users. Start by defining the exact acquisition profile: revenue range, growth, retention, founder involvement, team size, technology, and preferred geography.
The quick-reference card — acquisition channels, replication playbook, and risk map — is members-only.
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Two production-grade prompts per idea — a full build spec and an SEO growth plan — plus 10 tailored build specs a week. Members only.
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Data credibility: Pavel Prokofiev, Head of M&A at SaaS.group, stated the team, brand, acquisition, and target-company figures in the interview. The figures are company-reported and unaudited; the $2M–$10M range describes target businesses, not disclosed SaaS.group revenue, and no return history was provided.
A buyer’s first dollar arrives when a deal closes, so the commercial process must be built around trust, diligence, and a credible ability to complete. For a new platform, start with a small acquisition thesis that can be explained in one page.
SaaS.group’s flywheel comes from a repeatable portfolio thesis. Each acquisition adds another product, customer cohort, operating lesson, and potential capability.
Acquisition platforms have long periods when conversations do not turn into signed deals. The practical response is to treat sourcing as a multi-year pipeline and diligence as a learning system.
The rest of this breakdown — 9 more sections — is in the Unicorn Club, with every section of all 1,012 ideas: first customers, first dollar, the flywheel, and the silent stretch.
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