Reality check for your growth and IPO plans, from a founder-side advisor
You’re building a B2B SaaS in MENA and weighing IPO, direct listing, or staying private. Get an outside view on what’s realistic and what must change before meeting public markets.
Public markets are open but selective. MENA founders face extra scrutiny, so a neutral, founder-aligned review helps avoid detours and choose the right path: IPO, direct listing, or private capital.
FAQ
Can you tell me if my IPO or direct listing plan is realistic?
Yes. I review your business model, traction, market, and team. Then I compare your plan with typical listing standards and recent examples to show what looks realistic and what does not.
What information do you need to assess my plans?
I usually need a short deck, basic financials, cap table, current investors, and your target timeline and valuation. If needed, I may ask for a simple product and go‑to‑market overview.
How do you judge if I should aim for IPO, direct listing, or stay private?
I look at your capital needs, liquidity goals, revenue profile, governance readiness, and investor base. Then I map pros and cons of each path and show what fits your situation best.
Can you help me choose between Nasdaq, NYSE, or other venues?
I compare listing rules, investor base, sector fit, and your current numbers. Then I outline which venue is more reachable now, which later, and what gaps you must close for each.
My revenue is still small. Is a micro‑cap IPO realistic?
Sometimes. It depends on growth, margins, visibility of pipeline, and governance. I can show what a typical micro‑cap looks like at listing and where you are above or below that line.
How do you factor in that I am a MENA B2B SaaS founder?
I consider your jurisdiction, holding structure, customer base, and how global investors see MENA risk. I also look at whether a UAE or other hub structure could make listing easier.
Will you just tell me to delay and raise more privately?
Not by default. I show you 2–3 realistic paths: list sooner with constraints, wait and de‑risk, or stay private longer. You decide. My role is to make trade‑offs clear, not to push one path.
What do I get after your external assessment?
You get a clear view of feasibility, key blockers, and a rough timeline. I also outline practical next steps on governance, reporting, equity story, and which advisers you may need when.