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NewsMaterial2 min readDisconfirmAI Editorial

M&A Advisor Itay Sagie: Revenue Growth May Mask Declining Enterprise Value; Exit Decisions Should Track Valuation Multiples

Strategic advisor Itay Sagie illustrates with a hypothetical SaaS scenario that when valuation multiples compress as a company matures, a 33% increase in recurring revenue can still result in a 22% decline in enterprise value. He advises boards to treat enterprise value as an independent curve alongside operating plans, using scenarios of flat, expanding, or contracting multiples to model exit timing, and to initiate M&A preparation while the company is at its strongest.

2026-10-28 19:00 GMT+8

Strategic advisor Itay Sagie had just finished a call with a potential client—a company performing excellently but not even considering a sale, as it hopes to achieve greater growth over the next two years before exiting. The conversation prompted him to consider an issue many entrepreneurs overlook: revenue can rise while enterprise value falls.

He illustrates this point with a hypothetical SaaS scenario: a company with $15 million in annual recurring revenue (ARR) valued at 6x ARR has an implied enterprise value of $90 million. Two years later, ARR grows to $20 million, but the valuation multiple compresses to 3.5x revenue, causing enterprise value to drop to $70 million. Recurring revenue increased by 33%, yet value declined by 22%. Sagie explicitly notes this is merely an illustrative assumption intended to demonstrate how multiple compression can mask operational growth.

Why do multiples change? Sagie categorizes factors influencing revenue multiples into three groups. Qualitative factors include management quality, founder dependence, competitive intensity, product differentiation, and strategic relevance to buyers. Absolute financial metrics include revenue, EBITDA, and cash flow. Relative performance metrics include growth rate, margins, net revenue retention, and gross revenue retention. The key dynamic is that as companies mature, absolute performance can continue to improve, but growth rates tend to weaken—this is a common source of multiple compression.

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The resulting practical advice is: M&A preparation should begin while the company is winning. A sale requires preparation, buyer engagement, negotiation, and due diligence, during which buyers continuously reassess performance and forecasts. Waiting until a slowdown becomes visible weakens negotiating leverage and invites scrutiny of management’s projections. Furthermore, strategic buyers’ needs follow their own timetable; high valuation placed today on a specific technology, customer base, or geographic footprint may quickly dissipate due to internal product launches, competing acquisitions, or budget changes.

Sagie acknowledges that no one can reliably identify the valuation peak in advance, and waiting can still create value—when additional scale attracts more buyers, profitability improves, or customer concentration decreases. However, he believes boards should review estimated enterprise value alongside the operating plan, modeling scenarios where revenue grows while the multiple holds steady, expands, or contracts. They should also consider how debt, cash, dilution, liquidation preferences, and transaction terms affect actual shareholder proceeds. Every decision to delay a sale embeds a judgment about future valuation, and that judgment deserves its own graph.

Sources

  • news.crunchbase.comCrunchbase News↗
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