Transacta Capital’s Mergers and Acquisitions Playbook: How Harjit Singh Turns $24M Tech Firms into $100M Growth Platforms?

Harjit Singh is the Founder and CEO of Transacta Capital, a buy-side M&A advisory firm redefining how mid-market technology companies scale. With over a decade of experience leading corporate development strategies; including helping a New York based IT Service Company to build one of the largest startup ecosystems with 700+ portfolio companies and a finance & accounting exit at 18x. Harjit has built Transacta as the partner of choice for buyers seeking exponential, not incremental, growth.

Since its founding in 2016, Transacta has executed transactions that turned $24M companies into $100M platforms, enabling family offices, public companies, and PE-backed firms to expand capabilities, enter new markets, and diversify their offerings across the U.S., India, APAC, and Latin America.

In this exclusive interview with Eqvista, Harjit shares how Transacta is helping companies leapfrog growth hurdles, why creative deal structuring matters more than ever, and his vision of building a “mini-Goldman Sachs” for SMBs.

What inspired you to start Transacta Capital?

Transacta was born out of frustration. Back when I was seeking acquisitions for my own platform, I realized the market lacked a truly solution-oriented advisory for buyers. Everything felt sell-side driven, focused on transactions rather than outcomes.

My experience with my first client, an IT Service Company, was pivotal. We built a unique playbook by acquiring capabilities like finance & accounting, blockchain, and marketing to strengthen the ecosystem. One acquisition exited at 18x in less than two years. That showed me the power of targeted, capability-driven M&A, and I wanted to replicate that model for other mid-sized tech companies.

How does Transacta help companies use M&A as a growth strategy?

For mid-sized tech services firms, M&A isn’t just about adding revenue, it’s about leaping hurdles they can’t overcome organically. Whether that’s limited delivery bandwidth, lack of new capabilities, or an overreliance on project-based work, acquisitions can transform their trajectory.

Our approach is highly hands-on:

• Identify targets that add real capabilities and sticky revenue streams.
• Structure deals that balance risk and reward through creative mechanisms like earn-outs or equity rollovers.
• Support integration to ensure talent retention, client continuity, and cultural fit.

In short, we don’t just find targets, we architect growth strategies where 1+1 equals 11.

Can you share an example of a transformative acquisition or merger? What was the client’s initial situation, and how did the M&A deal accelerate their expansion?

We worked with a $13M revenue product engineering firm that was too reliant on developer-heavy projects. To de-risk, we guided them toward acquisitions in higher-value, specialized offerings like Adobe, Snowflake, and Databricks.

By acquiring an Adobe-focused digital transformation company, the client’s profile changed overnight. Within a year, revenue scaled from $13M to $30M, EBITDA from $3M to $10M, and enterprise value from $24M to $100M. That’s the compounding effect of smart, capability-led acquisitions.

What are the most common challenges your clients face in M&A?

The first challenge is sourcing quality, off-market opportunities. Many mid-sized firms rely on brokered deals, which are overpriced and competitive. We proactively engage with 75+ companies globally every month to uncover hidden gems.

Second, valuation. Buyers fear overpaying, sellers fear underselling. We solve this by designing structures; earn-outs, contingent payments, equity rollovers that create alignment and reward actual performance.

Finally, integration. Deals don’t fail on numbers; they fail on people. We focus on culture, egos, and leadership alignment from day one, so the vision holds long after closing.

How is Transacta building a future platform for SMBs?

Our mission is to become the “mini-Goldman Sachs” for small and mid-sized businesses. That means combining world-class advisory with global reach, creative financing solutions, and a leadership bench through our Executive-in-Residence (EIR) program.

We see buy-side M&A as more than transactions, it’s about building ecosystems where founders stay on, capabilities compound, and clients achieve growth they never thought possible.

What advice would you give to founders considering acquisitions as a growth strategy?

Think beyond revenue. Ask yourself: What capabilities will make my business more defensible, scalable, and valuable three years from now?

If you target the right assets, design the right structures, and integrate with discipline, acquisitions can transform your trajectory. It’s not about doing a deal, it’s about building a platform for exponential growth.

Where can people reach you?

Harjit Singh on Linkedin and email me at harjit.singh@transactacapital.com; always happy to connect! 🙂