Crashes, No Sound, or Screen Glitches?
Random freezes, missing sound and display glitches usually trace back to one bad driver. Find and replace yours safely.Free scan · under a minutePC Slower Than It Used to Be?
A free scan shows the junk files, broken settings and background clutter dragging Windows down - then fixes them in one click.Free scan · Windows 10 & 11Bending Spoons CEO Luca Ferrari says his company looks broadly for businesses with predictable prospects that it believes it can improve dramatically after acquisition. That is his company’s acquisition thesis—not proof that the software market as a whole is undervalued or that the so-called “SaaSpocalypse” has made SaaS companies broadly attractive buys.
What does “SaaSpocalypse” mean for this story?
“SaaSpocalypse” is a label for concerns about disruption and pressure on software businesses; it is not, by itself, evidence that software companies are cheap or good acquisitions. The available reporting on Ferrari’s remarks does not establish a market-wide buying opportunity. It describes how Bending Spoons says it evaluates potential acquisitions.
As an Amazon Associate I earn from qualifying purchases.
In an edited interview published by Axios on July 1, 2026, Ferrari, Bending Spoons’ co-founder and CEO, said the company casts “a fairly broad net” for targets. He named predictability and confidence in the potential for substantial improvement as central considerations.
How does Bending Spoons say it chooses targets?
Ferrari’s account points to business characteristics and the company’s ability to change a target after buying it, rather than a narrow list of industries or products that complement existing holdings.
#1 Best Overall
- Predictability: Ferrari said the company wants confidence about where a business is going, especially over a long horizon after integration.
- Potential for improvement: The company looks for businesses it believes it can improve dramatically.
- Fit with its operating approach: Ferrari described a plan to integrate acquired businesses deeply into Bending Spoons’ platform and rebuild parts of them.
- Time required: Transformation takes time, which Ferrari identified as a downside of the approach.
These are criteria inferred from Ferrari’s interview, not a published scoring system. He said the company does not primarily pick targets because they complement other portfolio companies and does not really cross-sell its products. He described experience with consumer, small and midsize business, and enterprise companies; subscriptions are the predominant revenue model, with some advertising revenue.
What does “deep integration” involve?
Ferrari described integration as more than placing a company under common ownership. He said Bending Spoons may rebuild a business almost from the ground up, including changes to its technology, product, monetization, and parts of its team. That describes management’s stated approach; the interview does not independently verify the results of those transformations.
Rank #2
- Explores the most commonly used strategy options along with practical guidelines on when and how to use them
- Examines to the strategic contributions of key business functions including finance, marketing, human resources, and legal
- Looks at general factors in the management of organizations that have a direct bearing on the execution of their strategies
The model helps explain why a broad target pool does not automatically translate into rapid acquisitions. Assessing whether a business is predictable is only part of the decision: Bending Spoons must also believe it can improve the business and undertake the work to integrate and change it.
Quick wins for a faster PC:
Scan for outdated or missing drivers - takes under a minuteDriver Scan →Clear out junk files and repair common Windows errorsFree Scan →Fix the driver behind crashes, sound loss and screen glitchesFind Drivers →What has Ferrari said about the size of the acquisition pipeline?
Axios reported Ferrari’s estimates of the company’s pipeline and pace. They are management-attributed figures, not a tally of completed deals or a verified forecast.
| Figure | What it describes |
|---|---|
| More than 1,000 | Public and private targets Ferrari said Bending Spoons had identified. |
| Four or five per year | The historical annual acquisition pace Ferrari described. |
| 90% over five or six years | Ferrari’s estimate that this share of identified targets could be buyable over that period if Bending Spoons offered an adequate price. |
The 90% figure is not a claim that Bending Spoons will acquire that share of the targets. It is Ferrari’s estimate of potential buyability under a suitable offer. He also said deal size had grown along with the company’s top line and described transformation work as “extremely time-consuming.”
What do past financing and acquisition plans show?
Published figures provide historical context, not a current measure of Bending Spoons’ available capital or acquisition plans.
- Bloomberg reported on August 14, 2025 that Bending Spoons had raised more than €500 million ($585 million) in debt for acquisitions, including a €350 million leveraged loan received in July 2025. The report said Ferrari planned to use the funds to close another acquisition by early 2026; that target date has passed.
- Sifted reported on April 23, 2025 that the company had bought six startups in the preceding 12 months, most recently Komoot, and that Ferrari hoped to buy three more over the following nine months with more than $1 billion to invest. Those were statements visible in the article’s introduction and describe plans at that time, not current targets.
What readers can—and cannot—infer
Ferrari’s comments support a specific conclusion: Bending Spoons says it seeks businesses whose prospects it considers predictable and whose operations it believes it can improve through substantial integration and rebuilding. The company’s stated approach can apply across different kinds of businesses, but its own admission that transformations consume significant time is an important constraint.
They do not establish that the SaaS sector is generally distressed, that software companies are mispriced, or that Bending Spoons’ acquisitions have achieved particular outcomes. The “SaaSpocalypse” framing should therefore be read as context for the acquisition discussion, not as a market-wide finding.
Quick Recap
Best Value
Product prices and availability are accurate as of the date/time indicated and are subject to change. Any price and availability information displayed on Amazon at the time of purchase will apply.
