About the company
Sixthogo operates in the technology and digital solutions space, and is part of the Seeder ecosystem. Built within a venture builder environment, the company benefits from strong strategic support and an active shareholder base.
At the same time, this structure introduces additional layers of complexity when it comes to major decisions—particularly in the context of a potential transaction. As Sixthogo began exploring its options, maintaining independence in decision-making became a central priority.
The challenge
In most transaction processes, independence is assumed—but rarely guaranteed.
Founders often enter a process expecting to evaluate options objectively. In reality, subtle pressures can emerge:
advisors steering toward specific buyers
limited deal structures being presented
incentives that prioritize closing over fit
This challenge was amplified by the broader stakeholder environment. With multiple perspectives involved, there was a risk that decisions could gradually shift away from what was strategically right for the business. The objective was not just to complete a transaction—but to do so without compromising independence.
Our role
Alten acted as a fully independent advisor, with no bias toward any specific buyer or transaction structure. The role was to create clarity—not direction—and to ensure that Sixthogo retained full control over every key decision.
This involved structuring and presenting multiple strategic paths, mapping trade-offs transparently, and facilitating discussions across stakeholders without steering toward a predetermined outcome. Alten worked closely with the leadership team as a sparring partner, challenging assumptions and ensuring that all options were evaluated on their own merits.
Throughout the process, the focus remained consistent: protecting the integrity of the decision-making process while supporting Sixthogo in navigating complexity with confidence.
The process
Rather than moving directly toward a single transaction path, Sixthogo approached the process by exploring a wide range of possibilities. More than five distinct buyer and deal scenarios were evaluated, each with different implications in terms of control, valuation, and long-term strategy.
This created space for informed decision-making.
Instead of narrowing options too early, the process remained open and exploratory. Trade-offs were clearly outlined, allowing the leadership team to understand not just what each option offered, but also what it required. Discussions were structured, transparent, and free from external pressure.
The result
Sixthogo did not just complete a transaction—they made a decision they fully understood, controlled, and stood behind. Independence in advisory is not just about avoiding bias—it is about enabling better decisions.
By creating space for exploration and removing pressure from the process, Sixthogo was able to move forward with clarity, confidence, and full ownership of the outcome.
