What’s it like to steer a shuttle tech corporate
via an acquisition while you weren’t actively having a look to promote, and when the
obtaining corporate is in accordance with the opposite facet of the arena?
In February 2025, Mize,
a fintech-based answers supplier for the shuttle trade, got
RightRez, a U.S.-based specialist in air shuttle automation and post-booking
optimization. That is my standpoint at the acquisition adventure as CEO of RightRez, from the primary method to
existence after the deal.
The preliminary
method: Open, no longer on the market
We weren’t actively available on the market, even supposing we
have been smartly acutely aware of the tempo of shuttle tech mergers and acquisitions. Through the years,
a number of events reached out, however none of the ones conversations advanced past
early discussions.
RightRez used to be a powerful, owner-operated trade with a faithful shopper base and a name
constructed on reliability, experience and care. Then again, we have been running at complete
capability. Call for used to be there, however rising additional with our current sources
would have stretched the group and risked the standard of provider that outlined
our logo. That wasn’t a trade-off we have been prepared to make.
The chance with Mize felt other. They
have been having a look to amplify past lodge fintech into new verticals, with air shuttle
generation a transparent precedence. Their method used to be selective: operating with
established companies that had already confirmed their price however may just scale
additional with the correct sources. That standpoint resonated strongly with us.
From the outset, there used to be a way of
alignment, no longer simply commercially, however culturally. The conversations felt
positive and collaborative quite than transactional.
Key learnings:
- Keep open to sudden alternatives,
even though you’re no longer actively promoting. - Perceive the patron’s underlying
motivations and the way they align with your individual.
From
dialogue to deal
Getting a deal over the road is never
simple.
After early conversations and preliminary due
diligence, we met Mize’s co-founders, Dor Krubiner and Omry Litvak, in individual.
That assembly proved pivotal. There used to be a transparent alignment round buyer
good fortune, innovation and construction generation that delivers long-term price.
What stood out used to be Mize’s center of attention on product and
their trust that enlargement simplest works when consumers are introduced at the side of it.
Shall we obviously see how our strengths would supplement each and every different. That used to be
the instant we allowed ourselves to consider the purchase would possibly occur.
Formal due diligence adopted, bringing with
it an intense duration of balancing day by day operations with the calls for of the
deal. Keeping up center of attention on purchasers and supporting the group whilst navigating
prison, monetary and operational scrutiny required self-discipline and stamina.
Even though this segment moved slightly temporarily,
we have been cautious to not get forward of ourselves. Even after signing a letter of
intent, we stayed firmly involved in trade as standard till the whole thing used to be
finalised and formally introduced in February 2025.
Key learnings:
- Stay the core trade entrance and middle during the method.
- Not anything is ultimate till contracts are
signed. - Be expecting the method to call for extra time
and effort than expected.
Bringing
the group with us
Some of the delicate sides of the
acquisition used to be how and when to keep in touch with the group.
Our precedence used to be to care for balance and
steer clear of needless uncertainty. For this reason, we restricted wisdom of the
deal to senior control till it used to be with reference to of completion. There’s no
common playbook for this; leaders should make choices in accordance with what’s proper
for his or her group and their other people.
As soon as the purchase used to be introduced, we centered
on open and widespread conversation. I used to be assured that Mize used to be dedicated to
making an investment within the trade and offering get admission to to sources, other people, generation
and capital that may permit the group to develop and thrive.
There have been many questions, starting from
strategic route to day by day processes. Some solutions advanced through the years,
and being fair about that used to be very important. Thru common conferences, open
dialogue and an open-door coverage, the group remained engaged and aligned.
Except one deliberate retirement, we retained all of the group.
Key learnings:
- Be planned concerning the timing and means
of group disclosure. - Stay conversation open, constant and
fair. - Assist other people take into account that ambiguity is
a part of the transition.
Adjusting individually
I were with RightRez for greater than 18
years, together with the previous 3 as CEO. We have been a small, close-knit group,
and one among my largest demanding situations, each nearly and emotionally, used to be
making sure continuity for our consumers and our other people.
I’m naturally palms on, so stepping again from
spaces the place I prior to now had complete regulate took adjustment. On the identical time, it
used to be freeing to collaborate with colleagues whose abilities complemented mine
and to delegate to groups with deep experience.
Get right of entry to to make stronger in spaces equivalent to finance,
prison and advertising and marketing used to be valuable, even supposing it intended choices have been no
longer mine on my own. Letting cross of that autonomy wasn’t all the time simple, but it surely freed
up psychological area and allowed me to center of attention extra on product, gross sales and long-term
technique.
Whilst I’d ready myself for alternate, moments
of uncertainty and fatigue nonetheless surfaced. They have been reminders of ways deeply I
cared about what we’d constructed. I spent such a lot power supporting the group and
purchasers that it took time to replicate on what this new bankruptcy intended for me
individually. That pause proved grounding and precious.
All the way through all of it, my self belief within the
resolution by no means wavered. When doubts arose, I known them as a herbal
emotional reaction to switch and saved my center of attention at the larger image.
Key learnings:
- Use alternate as a possibility to amplify
your skillset. - Stability emotional reactions with rational
considering. - Get ready your self for existence after the deal,
no longer simply the deal itself.
Ultimate reflections
Promoting a trade isn’t a unmarried second however
an ongoing procedure. Throughout due diligence, the point of interest is on being evaluated; simplest
after of completion do you actually know how your new homeowners function and the way
you’ll develop in combination.
Our revel in has been certain and
positive. It hasn’t been with out demanding situations, but it surely has spread out new
alternatives for the trade and for the folks inside it.
For small and midsize shuttle tech leaders
bearing in mind acquisition gives, my recommendation is modest: Search authentic alignment,
establish actual synergies, be sure your tradition and relationships are valued and
above all, stay prioritizing the individuals who constructed your enterprise.
In regards to the creator…
What’s it like to steer a shuttle tech corporate
via an acquisition while you weren’t actively having a look to promote, and when the
obtaining corporate is in accordance with the opposite facet of the arena?
In February 2025, Mize,
a fintech-based answers supplier for the shuttle trade, got
RightRez, a U.S.-based specialist in air shuttle automation and post-booking
optimization. That is my standpoint at the acquisition adventure as CEO of RightRez, from the primary method to
existence after the deal.
The preliminary
method: Open, no longer on the market
We weren’t actively available on the market, even supposing we
have been smartly acutely aware of the tempo of shuttle tech mergers and acquisitions. Through the years,
a number of events reached out, however none of the ones conversations advanced past
early discussions.
RightRez used to be a powerful, owner-operated trade with a faithful shopper base and a name
constructed on reliability, experience and care. Then again, we have been running at complete
capability. Call for used to be there, however rising additional with our current sources
would have stretched the group and risked the standard of provider that outlined
our logo. That wasn’t a trade-off we have been prepared to make.
The chance with Mize felt other. They
have been having a look to amplify past lodge fintech into new verticals, with air shuttle
generation a transparent precedence. Their method used to be selective: operating with
established companies that had already confirmed their price however may just scale
additional with the correct sources. That standpoint resonated strongly with us.
From the outset, there used to be a way of
alignment, no longer simply commercially, however culturally. The conversations felt
positive and collaborative quite than transactional.
Key learnings:
- Keep open to sudden alternatives,
even though you’re no longer actively promoting. - Perceive the patron’s underlying
motivations and the way they align with your individual.
From
dialogue to deal
Getting a deal over the road is never
simple.
After early conversations and preliminary due
diligence, we met Mize’s co-founders, Dor Krubiner and Omry Litvak, in individual.
That assembly proved pivotal. There used to be a transparent alignment round buyer
good fortune, innovation and construction generation that delivers long-term price.
What stood out used to be Mize’s center of attention on product and
their trust that enlargement simplest works when consumers are introduced at the side of it.
Shall we obviously see how our strengths would supplement each and every different. That used to be
the instant we allowed ourselves to consider the purchase would possibly occur.
Formal due diligence adopted, bringing with
it an intense duration of balancing day by day operations with the calls for of the
deal. Keeping up center of attention on purchasers and supporting the group whilst navigating
prison, monetary and operational scrutiny required self-discipline and stamina.
Even though this segment moved slightly temporarily,
we have been cautious to not get forward of ourselves. Even after signing a letter of
intent, we stayed firmly involved in trade as standard till the whole thing used to be
finalised and formally introduced in February 2025.
Key learnings:
- Stay the core trade entrance and middle during the method.
- Not anything is ultimate till contracts are
signed. - Be expecting the method to call for extra time
and effort than expected.
Bringing
the group with us
Some of the delicate sides of the
acquisition used to be how and when to keep in touch with the group.
Our precedence used to be to care for balance and
steer clear of needless uncertainty. For this reason, we restricted wisdom of the
deal to senior control till it used to be with reference to of completion. There’s no
common playbook for this; leaders should make choices in accordance with what’s proper
for his or her group and their other people.
As soon as the purchase used to be introduced, we centered
on open and widespread conversation. I used to be assured that Mize used to be dedicated to
making an investment within the trade and offering get admission to to sources, other people, generation
and capital that may permit the group to develop and thrive.
There have been many questions, starting from
strategic route to day by day processes. Some solutions advanced through the years,
and being fair about that used to be very important. Thru common conferences, open
dialogue and an open-door coverage, the group remained engaged and aligned.
Except one deliberate retirement, we retained all of the group.
Key learnings:
- Be planned concerning the timing and means
of group disclosure. - Stay conversation open, constant and
fair. - Assist other people take into account that ambiguity is
a part of the transition.
Adjusting individually
I were with RightRez for greater than 18
years, together with the previous 3 as CEO. We have been a small, close-knit group,
and one among my largest demanding situations, each nearly and emotionally, used to be
making sure continuity for our consumers and our other people.
I’m naturally palms on, so stepping again from
spaces the place I prior to now had complete regulate took adjustment. On the identical time, it
used to be freeing to collaborate with colleagues whose abilities complemented mine
and to delegate to groups with deep experience.
Get right of entry to to make stronger in spaces equivalent to finance,
prison and advertising and marketing used to be valuable, even supposing it intended choices have been no
longer mine on my own. Letting cross of that autonomy wasn’t all the time simple, but it surely freed
up psychological area and allowed me to center of attention extra on product, gross sales and long-term
technique.
Whilst I’d ready myself for alternate, moments
of uncertainty and fatigue nonetheless surfaced. They have been reminders of ways deeply I
cared about what we’d constructed. I spent such a lot power supporting the group and
purchasers that it took time to replicate on what this new bankruptcy intended for me
individually. That pause proved grounding and precious.
All the way through all of it, my self belief within the
resolution by no means wavered. When doubts arose, I known them as a herbal
emotional reaction to switch and saved my center of attention at the larger image.
Key learnings:
- Use alternate as a possibility to amplify
your skillset. - Stability emotional reactions with rational
considering. - Get ready your self for existence after the deal,
no longer simply the deal itself.
Ultimate reflections
Promoting a trade isn’t a unmarried second however
an ongoing procedure. Throughout due diligence, the point of interest is on being evaluated; simplest
after of completion do you actually know how your new homeowners function and the way
you’ll develop in combination.
Our revel in has been certain and
positive. It hasn’t been with out demanding situations, but it surely has spread out new
alternatives for the trade and for the folks inside it.
For small and midsize shuttle tech leaders
bearing in mind acquisition gives, my recommendation is modest: Search authentic alignment,
establish actual synergies, be sure your tradition and relationships are valued and
above all, stay prioritizing the individuals who constructed your enterprise.
In regards to the creator…
