Why Internal Succession Strengthens a Company Before and After a Sale

When the time comes to sell your software company, few decisions carry more weight than choosing who will lead it next. The right successor not only preserves your business’s legacy but also anchors your team through change.

For Kobas, that leadership came from within.

Gracie Coyne, now Managing Director of Kobas, began her journey as a client nearly a decade before joining the company. “I worked for one of Kobas’s first clients back in 2015,” she recalled. “By the time I joined in 2021, I already knew the product, the people, and the pain points our customers faced.”

That perspective made her uniquely qualified to lead when Kobas was acquired by Vesta Software Group (a Jonas Software subsidiary) in early 2025.

The Value of Growing Leaders from Within

When owners consider selling, succession planning often becomes an afterthought, something to be dealt with once the deal is underway or completed. But as Gracie’s story illustrates, identifying and preparing internal successors early can make a world of difference.

“There was so much change after the acquisition,” she said. “Having someone that people already knew and respected was really valuable. It was one less thing for everyone to get used to.”

Her deep operational experience across multiple roles, account management, training and onboarding, operations, gave her insight into every layer of the business. “Coming up through the ranks gives you a really good idea of how the company actually works, rather than just coming in at the top and seeing it for the first time.”

That kind of embedded knowledge helps ensure a smooth transition, especially in moments of ownership change. It builds continuity, confidence, and culture – three things that can’t be rushed.

Spot The Signs Early

In the moment it was hard to see, but looking back over her career at Kobas, Graice realized there were some clear signs that she on a trajectory towards Managing Director.

“At first I thought, ‘no, it was a complete surprise’, then I thought, Oh well, I guess if you do look back there, I had a new role every year and moved up in seniority quickly… Throughout my focus has just been set on enjoying what I’m doing at the time and focusing on the role”

Seeing a skilled, passionate employee grow quickly is a good indicator of a high-value employee and a great one to have as a potential successor when planning an exit.

The Employees Perspectives During and Post Acquisition Process

The acquisition process can be unnerving for employees when they aren’t aware of the new owners. “Initially it was just about the unknown.” Gracie recalled, “Who is this. What do they do, what are they? Then I started reading about Jonas and I was less worried. The ethos of buying and holding forever, providing autonomy post-acquisition, making sure culture remains the same, made me feel better.”

“A few senior staff from Kobas got to visit the Vesta offices prior to the end of the deal and getting to physically met with real representatives of the company helped make all the difference.”

When asked about life post-acquisition, Gracie said, “There’s been a lot of change with a big learning curve, but overall, a really positive experience. Jonas provided us with a whole new kind of way of working and possibilities with a lot more structure, and also ways of measuring success. Now as Managing Director, I have lots of support available to me and my staff, especially from the other business units in our vertical.”

Growth Post Succession

Post exit, many owners and operators might be worried about the legacy of their software. As Gracie explains, the legacy only continues and grows under the Jonas umbrella. “We’re encouraged to take risks and experiment with ideas we’ve wanted to do for some time. There’s an adjustment we’ve wanted to make with our pricing model for some time and under Jonas’s and Vesta’s best practices, we were able to successfully launch this new idea and it’s been very successful. There are many other ideas from around the company and I’m excited to see what other experiments we can come up with next.”

“There was so much change after the acquisition, having someone that people already knew and respected was really valuable. It was one less thing for everyone to get used to. Plus coming up through the ranks gives you a really good idea of how the company actually works, rather than just coming in at the top and seeing it for the first time.”

Gracie Coyne

Managing Director, Kobas

What Owners Can Learn from Kobas

For owners preparing to sell, Gracie’s experience offers three clear lessons:

1. Spot and nurture leadership early.
Don’t wait until a sale is imminent to start grooming internal talent. Look for people who understand your culture, your customers, and your product.
2. Share knowledge before you step away.
“Make sure whoever is part of that plan has all of the knowledge and information they’ll need,” Gracie advised. Transparency builds readiness.
3. Trust the people who already believe in your business.
When employees see familiar leadership at the helm, it reassures them that your company’s values will live on.

Continuity as the Heart of Legacy

Today, Gracie leads Kobas with a focus on evolution and empowerment. “I hope this time will be looked back on as when we evolved – and when the team was allowed to shine,” she said.

Her leadership reflects a truth Jonas sees again and again: legacy isn’t just about who started the company – it’s also about who carries it forward.

Closing Thought

Seasoned leaders who want to ensure their life’s work continues with care; succession planning isn’t just a step in the sale process. It’s an act of stewardship.

How Do You Sell Your Software Business for the First Time? Everything You Need to Know

When internal successors are identified early, mentored well, and empowered to lead, they become the bridge between a founder’s legacy and the company’s next chapter.

And as Gracie’s story at Kobas shows, sometimes the best person to lead your company’s future is already right there, helping build it today.

If succession planning is on your mind, or even just a question for the future, we’re always open to a conversation.

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