Many industrial, software, and tech companies have had IoT in their portfolios for years. Sensors deliver condition data, platforms visualize usage, dashboards flag anomalies. Technically, much of it is already in place. Commercially, though, the potential often goes untapped.

In the M&A and tech world, 25 years can't be taken for granted. Staying relevant for a quarter of a century takes more than transaction experience. It takes adaptability, entrepreneurial sharpness, and the willingness to evolve alongside the market. That, precisely, is the story of atares.

Why AI makes the moat of strong software makers and service providers bigger, not smaller. Few questions come up more often in conversations with software entrepreneurs, investors, and clients than this one: will we even need external developers five years from now?

There are advisory firms that accompany transactions. And there are advisory firms that make transactions possible. The difference lies not in the network or the pitch deck. It lies in the infrastructure. At atares, we refer to that infrastructure internally as the atares incubator: a growing ecosystem of digitally crafted tools that we have developed step by step over recent years. Not as an end in itself, but as a direct response to the questions our clients keep asking.

Selling a tech company is not a sprint. It is a marathon, and with the wrong preparation, it does not end at the finish line. It ends somewhere in the middle. The statistics are sobering: across the industry, a significant share of M&A processes in the tech sector fail to reach the desired outcome. Not because there is no buyer, but because the seller was not ready. Or because fundamental mistakes were made that, in hindsight, seem so obvious you wonder why everyone does not know them already. This issue takes aim at the most common misconceptions and offers what really matters: practical guidance grounded in real transaction experience.

Global Tech Mergers Group: Cross‑Border Tech M&A - global in outlook, local in execution. If you’re selling or acquiring across borders as an IT or software company, you know this isn’t just a bigger domestic deal in a different currency. Buyer logic varies by market, regulation and taxes set the guardrails, language and culture shape negotiations - and in the end, integration readiness decides whether value compounds or evaporates. That’s exactly where the Global Tech Mergers Group (GTM Group) comes in: an international network of tech‑focused M&A boutiques with two promises to mid‑market clients - global access to buyers and investors, and local execution by teams with deep tech DNA. In practice, “with the GTM Group we offer the reach of a top‑tier platform, the agility of a speedboat, and pricing that fits the mid‑market,” says Pascal Kopp, Head of Origination & Business Development at atares.