In the venture capital world, everyone talks about "vision" when discussing investments; but the real question at the table is always the same: Does this investment have an exit? Because VC funds operate not with romantic excitement, but with fund mathematics. Some of the startups in a fund's portfolio will fail, some will grow limitedly, and a small number of startups will produce exits large enough to carry the entire fund. This reality applies to investors in Türkiye as well as to funds in New York, London, Dubai, or Berlin. Therefore, one of the most critical elements determining a venture's investability is the ability to clearly and rationally see potential exit scenarios. EGEROBOT®'s growth story has a strong profile in this regard: building a vertical SaaS platform in regulated sectors is an area that inherently attracts strategic acquirer interest, is suitable for roll-up scenarios, and is open to producing high multiples through category leadership.

In Türkiye, we frequently see two extreme approaches in exit discussions. The first is the ambitious approach like "We will become a unicorn" that is baseless and says the same sentence to everyone. The second is a completely defensive approach of "We are not thinking about exit, we are just doing our job." Both can be problematic from an investor's perspective. Because investors neither want to be sold raw dreams nor want to walk the path with management that doesn't think about exit. The healthy approach is this: Exit should not be a goal, but a natural result of correct execution; but for it to be a natural result, the design logic of exit paths should be thought about from today. EGEROBOT®'s exit perspective is also based on this foundation: We approach the exit conversation not with the appetite of "let's get acquired" but with the question of "if we create value, which capital players will be interested in it?"

The strongest aspect of building a vertical SaaS platform in regulated sectors is the broad strategic acquirer profile. The reason for this is: compliance and risk management has become not one of companies' side businesses, but increasingly one of their main risk agendas. Today, companies purchasing enterprise software worldwide want more than digitizing their operations: traceability, evidence production, auditability, and business continuity. As these needs increase, companies producing strong solutions in this area carry "complementary value" for strategic acquirers. When thinking about the areas where EGEROBOT® is positioned through modules such as occupational health and safety, training, audit, nonconformity action management, and periodic control processes, it becomes clear that strategic acquirers can emerge in several different categories. First, enterprise software companies. Companies with products in areas such as ERP, HR, operations management, and document management want to integrate regulated processes into their platforms. Second, service companies growing in the consulting and audit ecosystem. These companies want to increase their multiples by adding product revenue alongside service revenue. Third, sectoral players. OJHS-like structures, training providers, and companies growing in the periodic control ecosystem may want to platformize the services they offer to customers. Therefore, EGEROBOT®'s strategic acquirer universe is not dependent on a single sector.

Another important motivation for foreign investors and global strategic acquirers is to own strong category leaders in emerging markets. Markets like Türkiye can undergo rapid transformation, especially in regulated sectors. Because regulatory pressure increases, digitization becomes mandatory, and large groups start seeking standards. Companies that emerge as category leaders during these transformation periods offer an attractive "platform acquisition" opportunity for global players. For this reason, EGEROBOT®'s goal is not just to grow, but to become one of the companies that define the category. Category leadership is the most fundamental factor that grows the exit. Because strategic acquirers want to buy not a "good product" but a product that "dominates the market." Dominating the market is more about setting standards than sales power. Platforms that set standards in regulated sectors don't just acquire customers; they transform sectoral habits. This transformation power increases multiples.

The second main exit path is roll-up scenarios. Roll-up is an approach that has been growing especially in the B2B SaaS world in recent years. A private equity or growth fund brings together many small/medium players in a fragmented market, creates a common platform, and creates greater value by optimizing costs. The software market in regulated sectors is also fragmented by nature. In Türkiye and surrounding geographies, there are many small software producers, many niche solutions, and many companies working on a project basis. This environment creates the ground for roll-up strategies. What is critical for EGEROBOT® here is this: We don't have to be one of the "collected" companies in this roll-up wave. With the right strategy, there is potential to be the platform that manages the roll-up. Because the modular ecosystem approach creates a core infrastructure that can offer different functions together. When this infrastructure strengthens, small software or niche solutions in the market can be consolidated around EGEROBOT®'s platform. This means for VCs: exit is not just selling to a strategic acquirer; it's the platform becoming a player that consolidates the market during the growth phase.

Investors' approach to roll-ups in Türkiye is generally cautious for two reasons: lack of financial discipline and integration difficulties. These concerns are valid. For roll-up to be successful, heavy processes such as integration of acquired assets into the product, customer migration, operational consolidation, and financial reporting standardization are required. However, the advantage of companies building regulated vertical SaaS platforms is this: processes can be tied to a common standard. Training, audit, report, action... all of these are standardizable work pieces. Therefore, with the right product architecture and the right operation, roll-up strategy becomes applicable. Of course, this stage progresses faster and healthier with the right mentor and network support after investment. Because roll-up is not just technical; it's a financial and strategic game. The growth model that EGEROBOT® will establish with the right investment partner makes it possible to implement such moves at the right time, in the right way.

The third and most powerful exit path is a high-multiple exit through category leadership. This should not be reduced to a single event like "being acquired." Category leadership transforms the company into a continuously growing asset and multiplies exit options. Because a company that is a category leader both enters the radar of strategic acquirers, attracts the interest of growth funds, and can put alternatives like IPO on the table in the future. In Türkiye, IPO rhetoric is often used in an exaggerated way; however, from a global perspective, there are many examples of platforms that produce long-term ARR in regulated sectors becoming publicly listable companies. At this point, the issue is not saying "we will IPO"; it is managing the company with a discipline suitable for all exit options. EGEROBOT®'s growth approach is aimed at building the infrastructure of this discipline: modular productization, process ownership, data layer, and recurring revenue model.

In conclusion, exit scenarios in EGEROBOT®'s investment story are not an abstract hope, but a rational set of possibilities. The potential to be a complementary platform for strategic acquirers, the capability to be a consolidation center for roll-up strategies, and the possibility of producing high multiples through category leadership are the three main exit paths that strengthen this company's investment thesis. Today, we are positioning EGEROBOT® not as a structure "built to be sold" but as a platform built to create value and that will multiply its exit options as it creates value. We are open to strategic investment partners to accelerate this journey. EGEROBOT®'s door is open to investors; because when we combine with the right investor, it is possible to build not just accelerated growth, but category leadership that can produce a meaningful exit at global scale. At this table, we know both as entrepreneurs and from an investor perspective that; platforms built right at the right time achieve the best exits not by "planning" but by "earning" through correct execution. We are in that execution and we are ready to write this story together with the right partners.