靠收购25个盈利独立SaaS做到1亿美元ARR

From marketplace to holdco

I have been an entrepreneur since my teenage years, starting with coding and building Sedo.com, a domain marketplace I ran for ten years. After becoming an angel investor and founding several other companies, a few things became clear: Talented founders were getting burned out, stuck in their businesses, or unable to scale further despite great products. Acquisitions were going wrong because the acquirers didn’t understand how to run the products. I was far better at scaling than building from scratch. Combining my love of scaling with the need founders have for trusted long-term homes became the foundation of saas.group.

Building the world's biggest indie SaaS portfolio

Today, I work on building the world’s biggest platform of independent SaaS brands, now over 25 brands and around 400 people across 30 countries. We typically acquire SaaS companies with between $2 and $5 million ARR. Several of our companies contribute meaningful ARR in the mid- to high-seven figures. And altogether, we are at $100M ARR now. Our portfolio includes brands like GitTower.com, ScraperAPI.com, Ayrshare.com, Prerender.io etc.

Building the "product"

For saas.group, our “product” is the acquisition and operating model itself. It began with our first acquisition, DeployBot.com. Since then, we've been refining processes around tech diligence, culture alignment, and our founder-friendly model. We've built a repeatable engine that consists of small, high-performance teams and shared central services for marketing, DevOps, and finance. We apply this engine to all acquisitions. If I started over, I’d formalize this acquisition playbook even earlier because repeatability and structure have proven to be our biggest advantage.

Focusing on bootstrappers

Working with founders who share the bootstrapper mindset has been a major advantage. It makes our teams efficient and frugal because the founders take deep ownership of their products. This aligns perfectly with our operating philosophy. Small, high-performance teams consistently outperform large orgs, and giving those teams autonomy while providing central support has been one of our biggest success factors.

Simple, maintainable stacks

Because saas.group acquires independent brands, the portfolio uses a variety of stacks. There is no single enforced stack, but teams try to keep variations limited so knowledge can transfer. Technical due diligence focuses on code quality, maintainability, and debt rather than specific technologies. The common theme is developer-driven stack decisions with a bias toward simplicity and long-term maintainability.

Growing a portfolio organically

Growth hasn’t just come from traditional user acquisition, but from becoming known as the most founder-friendly home for SaaS businesses. We keep our reputation strong by being transparent, honoring deals, and letting brands stay independent. Word of mouth from founders, brokers, and investors has generated a steady inbound stream of conversations and acquisition opportunities. On the "traditional" user/customer acquisition side, we work a pretty normal SaaS playbook: Content marketing, SEO, SEA, Social, Product-led growth. It's not rocket science, and I don't think we have any totally unusual "hacks". I would say our marketing team is simply very good and very efficient in execution. As far as revenue growth, it all happens through internationalization, better marketing, pricing improvements, and, simply speaking, by improving the product.

Ongoing development of acquired brands

After we acquire a profitable SaaS company, we keep the team focused and support them with shared services where it adds leverage. We make sure to continue to develop all our brands, depending on what they need most. In some cases, it's marketing, sales, and other go-to-market strategies, like internationalization; in other cases, it's a complete rethinking of the product. One practical example is AddSearch.com, the team launched "AI Answers," an AI-based answer engine, that helped increase ARR again. Same for Keyword.com, the team launched a tool to also track brand visibility across all major AI search platforms, that helped grow ARR again! We also cut costs by reducing infrastructure costs and operational consistency. A good example is Prerender.com, where we reduced AWS costs by 80 percent after joining. That alone added hundreds of thousands to the bottom line.

Advice for building and exiting

Prepare well, understand your numbers, and talk to real users early because everything else compounds from that. If you ever consider selling, treat it like product-market fit: Have conversations, learn what buyers care about, and come prepared. Most importantly, stay focused on building something people truly want and avoid comparing your business to unicorn stories that distort expectations.

What's next?

The long-term vision is to build the world’s biggest platform of independent SaaS brands. That means continuously improving our operating model, staying true to the founder-friendly approach, and growing a diverse ecosystem of niche SaaS tools. The goal is sustainability and longevity rather than chasing hype cycles. To learn more, readers can visit saas.group, explore our brands, or listen to the saas.unbound podcast. My Indie Hackers AMA also provides additional background into how we evaluate and operate SaaS businesses — it is a few years old, but literally, our evaluation framework is exactly the same.