Scott Stepanik
Leads every FNDRS sale: the preparation, the confidential process, the negotiation, and the close.
About Scott
Director of M&A at FNDRS
Scott Stepanik leads M&A at FNDRS. He is an entrepreneurial-minded mergers and acquisitions advisor with experience advising founder-led and middle-market businesses across the United States, Europe, Latin America, and the MENA region.
Earlier, Scott served as an M&A advisor at another firm, where he advised business owners throughout the full transaction lifecycle, from preparation and positioning through execution and closing. His work included sell-side advisory, financial analysis, buyer outreach, and transaction management across a range of industries, with a particular focus on privately held businesses.
Previously, Scott was a co-founder of Valtari, Ltd., a research and deal-origination firm serving middle-market M&A advisors and private equity investors globally. Under his leadership, Valtari contributed to more than 750 transactions and acquisition mandates worldwide, providing Scott with deep exposure to deal structuring, buyer behavior, and transaction dynamics across multiple markets. Earlier in his career, Scott worked with a boutique M&A firm in Tallinn, Estonia, where he managed buy-side mandates throughout the Baltic and Scandinavian regions.
Scott holds an MSc in Finance from Universitat Pompeu Fabra and a BS in Business Administration from Pepperdine University. He is a Certified Merger & Acquisition Advisor (CM&AA) and a member of the Alliance of Merger & Acquisition Advisors (AM&AA).
Based between New York and Europe, Scott is actively engaged in philanthropic initiatives focused on human rights and environmental stewardship. Outside of work, his interests include music, fitness, foreign affairs, photography, baseball, ice hockey, and astronomy.
At FNDRS
What Scott does at FNDRS
- Leads every FNDRS sale, from the first read of the numbers to the close
- Gives the analysis a reality check on what buyers pay for
- Prepares the CIM, the financial model, and the data room with the deal team
- Runs the confidential market process and the negotiation
Where you will meet Scott
- The process · Stage 03AnalysisFind the number
- The process · Stage 08Go to marketSell · Prepare and market
- The process · Stage 09LOISell · Select
- The process · Stage 10Due diligenceSell · Close
- The process · Stage 11Definitive agreementSell · Close
- The process · Stage 12ExitSell · Close
- Sell sideThe Go-To-Market AnalysisBefore the sale
- Sell sideGo-to-market preparationPhase one
- Sell sideMarket launch and offersPhase two
- Sell sideMeetings and final selectionPhase three
- Sell sideDiligence and closePhase four
- On stageDeal by designPalm Springs, CA · Oct 21 to 23, 2026
Deals the FNDRS M&A team has advised on
What positioning, process, and structure did for eight founders
Each went to market with a story built for it and more than one buyer at the table. The companies are not named.
Advised by members of the FNDRS M&A team, including at prior firms
Medical device manufacturing
A precision medtech manufacturer in New York
Founder-owned and FDA-registered, with about $11.5 million of EBITDA
100%cash at close: a full founder exit, with no earn-out and no financing condition
Advised by members of the FNDRS M&A team, including at prior firms
Read the dealConsumer products
A premium personal-care brand in California
Founder-built and omnichannel, with about $8 million of EBITDA
20%equity rolled into the acquiring platform, with cash at close for the balance
Advised by members of the FNDRS M&A team, including at prior firms
Read the dealRoofing
A roofing company in Texas
A technology-enabled operator with about $6 million of EBITDA
Sold at9.5xEBITDA
Advised by members of the FNDRS M&A team, including at prior firms
Read the dealFarm equipment distribution
An equipment distributor in Minnesota
Four locations, an authorized OEM dealer, about $26 million of EBITDA
30%equity rolled by the two continuing shareholders; the other two exited in full at close
Advised by members of the FNDRS M&A team, including at prior firms
Read the dealWater infrastructure technology
A water technology company, sold across borders
A founder-led European company, sold to a platform in the Gulf
$700Mapproximate transaction value, coordinated across three jurisdictions
Advised by members of the FNDRS M&A team, including at prior firms
Read the dealSpecialty food ingredients
A family food-ingredients company, sold across borders
Family-owned in Latin America, with about $18 million of EBITDA
100%family exit at close, after the ownership was prepared for sale
Advised by members of the FNDRS M&A team, including at prior firms
Read the dealRoofing
A roofing company in Missouri
80 percent residential, 20 percent commercial
Sold at7.2xEBITDA
Advised by members of the FNDRS M&A team, including at prior firms
Read the dealRoofing
A roofing company in Minnesota
About $4.0M in EBITDA, after storm years of $5.5M to $6.5M
Sold at6.5xEBITDA
Advised by members of the FNDRS M&A team, including at prior firms
Read the deal
The four levers behind every one
- Answer every question firstWeeks of quantitative and qualitative analysis before anything goes to market, so the materials answer every question a buyer or investor will ask. Leverage at the letter of intent starts here: a factual, compelling story that leaves a buyer no risk to price.
- Tell the right storyOperational maturity, technology that sets the business apart, and the quality of its revenue, put in the terms a buyer underwrites.
- Run a competitive processA disciplined process with several qualified buyers at the table at once, so the tension between them sets the price.
- Structure to close the gapWhere buyer and seller see different numbers, the structure bridges them, so the total value to the shareholders is the number that counts, not the headline.
Start with a conversation
Scott is one call away. Or take fifteen minutes and get your exit score first, so the conversation starts from a number.