The global SaaS M&A market is undergoing a significant recalibration in 2025, moving away from the high-velocity, growth-at-all-costs era towards a more measured and selective environment. After a period of turbulence, a new landscape is emerging, defined by valuation discipline, a flight to quality, and diverging regional trends.
Many businesses with global ambitions eventually reach a crossroads: how to grow beyond what organic expansion can deliver. For family-owned companies, that challenge is especially complex. The key is not just scaling up but doing so in a way that preserves the values, identity, and continuity that underpin long-term success.
India is undergoing one of the most remarkable economic transformations of the 21st century. Already the world’s fifth-largest economy, it is on track to overtake Japan and Germany to claim third place before the decade ends. Its rapid GDP growth, youthful workforce, and far-reaching policy reforms are reshaping its role in global business – and driving a surge in cross-border mergers and acquisitions (M&A).
The global logistics sector is at a strategic crossroads. After navigating the turbulence of post-pandemic inflation and supply chain upheavals, the industry is demonstrating remarkable resilience and a return to cautious optimism. According to the Grand View Research, Translink CF analysis, Xerfi, the logistics market is set to grow to nearly $6 trillion by 2030, a growth driven by a rebound in global trade and the enduring rise of e-commerce.
In a shifting economic landscape, businesses that embrace strategic realignment can position themselves as prime candidates for investment, acquisitions, or partnerships. As markets are continually reshaped by emerging technologies, evolving client expectations, and global competition, the pressure to adapt has never been greater.
The first half of 2025 has presented a paradox for global M&A dealmaking. While the year began with encouraging signs of renewed momentum, the second quarter introduced escalating trade tensions and profound policy uncertainty.
The ‘buy-and-build’ strategy has become an increasingly attractive growth model for private equity investors aiming to build scaled, efficient businesses that can achieve premium exit multiples. While widely adopted, the differences between domestic and international buy-and-build approaches—and the strategic considerations they require—are often overlooked.
Cultural differences are often the blind spot in international M&A processes. If you underestimate the human factor, you risk a lot – and gain little.
Translink Italy acted as the advisor to PL Italy, part of the Petronas Group – the Malaysian multinational operating across the entire energy value chain and active in over 100 countries – in the sale of its subsidiary Arexons S.p.A. to funds managed by Quantum Capital Partners (QCP). Arexons is an Italian company founded in 1925 and the owner of well-known brands such as Arexons and Svitol.
Overcoming valuation challenges in cross-border mergers and acquisitions (M&A) is a multifaceted process requiring deep insight into macroeconomic factors, cultural nuances, and financial intricacies. Translink Corporate Finance plays a critical role in guiding sellers and buyers through these complexities, ensuring accurate valuations that foster successful outcomes.
