In this episode, we’re joined by Jeppe Schytte-Hansen, CEO and Co-founder of Omnidocs, a SaaS company that’s moving fast: €22M+ in revenue, 1,500 customers, 155 employees, and four acquisitions in the last 18 months after bringing in private equity for the first time. Jeppe breaks down what it really takes to turn a steady, profitable SaaS into a buy-and-build platform, from product alignment and enablement to the emotional reality of killing someone’s “version 2.0” and managing the slowdown that almost everyone underestimates.

We spoke with Jeppe about choosing PE over VC, building a 14-point M&A framework, and why one plus one rarely equals two in the first year. He explains the “integration foxtrot” (quick–slow–quick–slow), how to preserve culture across six offices and four countries, and why Omnidocs is betting big on the shift from traditional documents to “fluid formats” in the coming years.

Here are some of the key questions we address:

What is the 14-criteria M&A evaluation framework, and what are the two instant disqualifiers?
Why does every buy-and-build strategy start with a slowdown, and how do you shorten it?
What makes product alignment the hardest part of M&A, and how do you decide when to kill a nearly-finished product?
How do you structure integration squads and seven integration tracks across acquired companies?
What does it take to enable sales teams to manage multiple products without slowing down new logo acquisition?
How do you avoid overestimating cross-sell potential, especially in the first 12–18 months?
Which are key roles and people to drive a successful pre, during and post-acquisition process?

🎧 Tune in to hear how Jeppe is transforming Omnidocs from a steady SaaS into a multi-product, pan-European platform proving that buy-and-build is far more than a financial strategy; it’s an operational discipline.