Startup Exit Strategies Other Than an IPO

Originally published April 26, 2024 · Updated September 23, 2026

An IPO is the exit every founder has heard of, but it’s no longer the exit most startups actually get. In recent years, mergers and acquisitions have made up the overwhelming majority of venture-backed exits, while public offerings have fallen to a fraction of what they were at the 2021 peak. If you’re planning how your startup’s investors, employees, and founders eventually cash out, understanding the alternatives to an IPO — and how each one actually plays out — matters more than ever.

Key Takeaways

• M&A, not an IPO, is the exit path for most startups: one 2026 analysis of venture-backed exits found IPOs made up as little as 2% of exits in recent years, down from a 2021 peak of roughly 14%, while M&A accounted for over 85% of exits over the same five-year stretch.
• Acquisition remains the most common non-IPO exit, but it isn’t the only one — management buyouts, secondary sales, strategic partnerships, and acqui-hires are all viable paths depending on the company’s size, growth stage, and investor structure.
• The right exit strategy depends on market conditions, investor return expectations, and how much control the founding team wants to retain after the transaction.
• Startups typically begin planning their exit strategy years before an actual transaction, since the operational and financial preparation needed for a clean close takes time to build.
• An experienced M&A advisor can help founders and investors weigh these options against their specific goals, rather than defaulting to whichever exit is most talked about in the press.

Why So Few Startups Actually IPO

Going public used to be the headline exit strategy for a successful startup. That’s changed. Industry analysis of venture-backed exits shows IPOs falling from around 14% of all exits at their 2021 peak to as little as 2% in more recent years, while M&A has consistently accounted for well over 80% of exits over the same stretch — a gap that has only widened as public markets have grown more selective about which companies get to list.

Part of this comes down to what an IPO actually requires: audited multi-year financials, SEC registration and ongoing public reporting, a board built for public-company governance, and a growth story that can survive quarterly scrutiny from public investors. That’s a high bar even for a strong, well-funded company, and it’s one reason acquisitions as an exit strategy have become the default path rather than the fallback.

None of this means an IPO is off the table for the right company at the right stage — some startups still do go public, and a well-timed IPO can deliver outsized returns. But for the large majority of startups, planning around an eventual acquisition, buyout, or partnership is the more realistic — and often faster — path to a return for founders and investors.

Exit Strategies at a Glance

Each exit path trades off differently on speed, control, and the size of company it fits best:

Acquisition: The Default Exit for Most Startups

In an acquisition, a larger company purchases the startup outright, typically for a mix of cash and, in some deals, acquirer stock. This is the exit path the majority of venture-backed and privately held startups actually take, and it lets founders and investors monetize their stake while the acquirer takes on the company’s resources, team, and market position.

Acquisitions generally fall into two categories:

• Strategic acquisitions, where the buyer is a company in the same or an adjacent industry looking to add technology, talent, market share, or a customer base.
• Financial acquisitions, where the buyer is a private equity firm or holding company acquiring the business primarily for its cash flow and growth potential, often as part of a larger portfolio strategy.

An experienced M&A advisor earns their fee in this process by running a competitive process among multiple potential buyers rather than negotiating with just one, which is typically what produces the strongest final valuation.

Management Buyout (MBO)

In a management buyout, the startup’s existing leadership team acquires the company from its current owners and investors, usually financed through a combination of the management team’s own capital, seller financing, and outside debt or private equity. This is less common for early-stage, high-burn startups, but it’s a real option for profitable, stable companies where the operating team wants to take over rather than sell to an outside party.

An MBO lets investors exit while giving the people who already run the business day-to-day the chance to own it outright. The tradeoff is financing risk: the management team typically has to take on meaningful debt, and the deal only works if the business generates enough predictable cash flow to service it.

Secondary Sale

A secondary sale lets early investors — and sometimes employees holding vested equity — sell their shares to other investors, such as growth-stage funds or private equity firms, without the company itself being acquired or going public. The startup keeps operating independently; only the ownership of specific shares changes hands.

Secondary sales have become a common way for later-stage startups to give early backers (and sometimes employees) partial liquidity while the company continues building toward a larger eventual exit, whether that’s an acquisition or, less commonly now, an IPO.

Strategic Partnerships and Licensing

Rather than selling the company outright, some startups license their technology or intellectual property to a larger partner, or enter a strategic partnership that provides significant revenue and capital without a change of control. This path tends to work best for startups with defensible IP or a highly specialized product operating in a niche market.

It isn’t a full “exit” in the traditional sense — founders and investors typically remain in place — but it can generate substantial ongoing revenue and set up a future acquisition on stronger terms once the partnership has proven the technology’s value at scale.

Acqui-hires

An acqui-hire is an acquisition made primarily for the startup’s team rather than its product or revenue. These deals are common for early-stage startups that have built a strong engineering or product team but haven’t found traction for their original product. The acquirer typically absorbs the team into its own organization and, in many cases, discontinues the original product entirely.

Returns from an acqui-hire are usually modest compared to a traditional acquisition, since the price reflects hiring cost and talent value rather than company valuation — but it can still be a reasonable outcome for founders and early employees when the alternative is winding the company down with nothing to show for it.

Initial Public Offering (IPO)

An IPO remains the highest-profile exit path, and for the small number of startups with the scale and growth profile to support one, it can generate substantial liquidity and public visibility. But it also comes with the most preparation: audited financials going back multiple years, SEC registration, extensive legal and compliance work, and a board and reporting structure built for public-company scrutiny.

Given how few startups actually meet that bar — and how much longer and more expensive the process is compared to a private sale — most founders are better served treating an IPO as a possible long-term outcome rather than the default exit plan.

How to Choose the Right Exit Strategy

There’s no single “best” exit strategy — the right choice depends on a handful of factors specific to your company:

• Market conditions. M&A activity and buyer appetite shift with the broader economy; a strategy that made sense two years ago may not be the strongest option today.
• Investor return expectations and cap table structure. Investors with liquidation preferences or specific return timelines will have strong opinions on exit timing and structure.
• How much control the founding team wants to keep. An MBO or strategic partnership preserves control in a way a full acquisition or IPO does not.
• The company’s financial profile. Stable, profitable companies have more paths available (including an MBO) than high-burn, pre-revenue startups.

Working through these factors with an experienced M&A advisor well before you need to exit — not after a buyer approaches you — generally produces a stronger outcome than reacting to whichever offer comes in first.

How ValleyBiggs Helps Startups Plan an Exit

ValleyBiggs works with founders and investors to evaluate exit options against the company’s actual financial profile and goals — not just the exit path that’s getting the most attention. That starts with an honest valuation, since the right exit strategy only makes sense once you know what the business is actually worth and where its value is concentrated.

From there, we help run a competitive process among qualified buyers, manage due diligence, and negotiate terms — all on a 100% success-based fee model with no upfront costs. If you’re evaluating selling your startup or simply want to understand your options before you need to decide, contact ValleyBiggs for a free, no-obligation consultation.

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Author of This Article

Jason Guerrettaz

Co-Founder & Lead Marketing Strategist, ValleyBiggs

Former corporate attorney and serial tech entrepreneur who has advised on M&A transactions across the SMB and lower-middle markets.

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