Sprint scenario

Faroud is the founder and owner of a successful B2B technology company that has attracted interest from a potential buyer.

The interest is real. The rationale is less obvious. Is the buyer acquiring Faroud's customer base and market position? The technology and functionality of his platform? The specialist capabilities within the company? Or is Faroud's business intended to become a platform for a broader buy-and-build strategy?

Each hypothesis creates a very different picture of where the value sits — and what could put that value at risk. Preparation matters: In 2026, 86% of private equity firms say exit preparation improved valuations.

Meet Faroud

Faroud is one of the fictional archetypes in the AI Business Council,  representing a founder in SaaS and technology. Now leading his third venture, an SME accounting platform, his challenge provides the starting point for this AIBC Lab sprint.

The challenge

What is the buyer really buying — and what needs to remain true for that value to be realized?

Identify the underlying driver

We start with Faroud, the founder archetype and use AI to expand his perspective across the Nordic SaaS and SME accounting market — researching the prospective buyer, industry dynamics and what customers value in platforms like his.

From this we form hypotheses around what the buyer may really be seeking: customers and market access, technology and functionality, specialist capabilities, or a platform for further growth.

Synchronize insights

Market landscape · Buyer profile · Acquisition hypotheses

Simulate & stress-test

Customer pains & gains · Market fit · Scenario stress-test· Customer simulations

Stress-test the assumptions

We test each hypothesis against buyer logic and customer value. What makes Farud's company difficult to build or replace? What do customers value today — and what could a new owner strengthen or unintentionally weaken?

Using the Value Proposition Canvas, customer simulation and different behavioral lenses, we explore how value could shift between buyer, company and customer under different acquisition scenarios.

Build the decision case

The strongest findings are brought together in an Acquisition Value Map, connecting buyer value, customer value, business value and integration risk.

Rather than replacing conventional due diligence, the sprint identifies what Farud should substantiate, protect and prepare as discussions progress — turning acquisition interest into a clearer strategic position.

Decide & activate

Acquisition Value Map · Risk & evidence map · 90-day playbook

Potential sprint outcome

A clearer understanding of what may be driving the acquisition — and where the real value of the business could sit from buyer, company and customer perspectives.



More sprint challenges