relieve founders of the day-to-day pressure of running the business in its entirety . For example , there is more opportunity to focus on the business . “ Many founders with whom I work are continually fundraising . It takes up huge amounts of their time and focus ,” says Buckworth .
“ Unless they have raised a Series B or C , they probably also wear a number of hats , including HR and legal / compliance . Acquisition often means an end to these dual roles . The buyer manages fundraising and
( hopefully ) there are structures and teams in place to deal with HR , legal and compliance . This leaves founders able to focus on the core business and on what they do best .”
Kitten agrees , stating that it depends on how good the acquirer is at integrating their smaller acquisition , because many acquirers destroy the value , unwillingly , by lack of a common corporate culture that leaves the entrepreneurs too frustrated to remain . “ Often , the strategic priorities of the acquirer change . Sometimes the acquisition was only