I founded my first company, ado Group, in 2016. By 2020 it had over 40 employees and real traction. I sold it to a private equity firm, Deutschmann Holding. In hindsight it was neither a great deal nor a bad one. It was simply the deal I took because I did not know what questions to ask. I was not prepared for what selling a business actually involves.

Four years later, I sold my second company, INAI, to Flyeralarm. Everything was different. A structured, competitive process with multiple serious bidders. I led that process myself, and it turned out to be the most consequential decision of that entire chapter.

In the conversations with traditional advisors beforehand, one thing became clear: most of them treat exits as transactions. They know how a deal works, but they do not know what it feels like to sit in the founder's chair. 35 employees who depend on you. A business that gave you identity, purpose, standing. Things that are hard to put into words. What mattered to those advisors was not necessarily what mattered to me.

After my second exit became public, nine more transactions followed, directly from founders in my network. People who had watched my process and said: that is how I want to sell.

At some point it was clear: this is not a side project. It is its own firm. That is how FISART started. We are headquartered in Fort Lauderdale with deep connections to European markets, which gives our clients access to both US and international buyer pools. The approach is always the same: structured, competitive sell-side processes where the seller sits at the table, not in the waiting room.