Exit Scenarios: Strategic Acquirers, Roll-ups, and Category Leadership
SaaS exit strategies, strategic acquirers, roll-up scenarios, and high-multiple exit targets through category leadership.
2026–2027 Product Roadmap: Growth Plan from Modules to Ecosystem
SaaS product roadmap, transition from modular growth to ecosystem strategy and EGEROBOT's 2026-2027 vision.
Our Competitive Advantage (Moat): Domain Expertise + Process Ownership + Data Power
SaaS competitive moats, domain expertise, process ownership, and strategy for creating lasting advantage through data power.
Unit Economics: Our CAC, LTV and Payback Targets
SaaS unit economics fundamentals, CAC-LTV-Payback metrics and EGEROBOT's sustainable growth strategy.
Go-to-Market Strategy: How Do We Acquire and Retain B2B Customers?
Customer acquisition and retention strategy in B2B SaaS, GTM approach in regulated sectors, and EGEROBOT's sales system.
From Compliance to Recurring Revenue: Our MRR/ARR Business Model
The transformation of compliance software to recurring revenue model in Türkiye, MRR/ARR strategy and EGEROBOT's sustainable SaaS growth approach.
From Services to Product: Our Scalable SaaS Growth Strategy
Strategy for transitioning from services to product in Türkiye, SaaS scalability, and EGEROBOT®'s approach to transforming field-proven needs into product modules.
Investment Thesis: Building a Vertical SaaS Platform in Regulated Sectors
The investment value of building vertical SaaS platforms in regulated sectors in Türkiye, sustainable growth potential and EGEROBOT®'s strategic position in this space.
Why Don't We Design a 'Superficially Passed' OHS Software?
The philosophy behind why we designed an OHS management system that centers discipline and control, rather than approaches that superficialize risk management in the name of 'convenience' in Türkiye.
Why Is the Approach That Treats OHS as Just 'Documents' Not Sustainable?
Analysis of the control loss created by reducing OHS practices to documents in Türkiye, normalized risks, and system-oriented transformation for a sustainable safety culture.
Why Does OHS Run on Paper in Türkiye?
An examination analyzing the reasons for the gap between paper and field in OHS practices in Türkiye; through audit psychology, production pressure, and control mechanisms.
Why Does Everyone Play 'Just Get By' During Audits?
An analysis of how the audit psychology in Türkiye masks real field risks, the illusion of 'if documents exist, safety exists,' and the hidden costs of the 'just get by' culture.
Why Do OJHS Dislike Software But End Up Needing It?
An analysis of the economic and operational reasons behind the resistance of OJHS, the center of OHS services in Türkiye, to digitalization and the inevitable transformation of the sector.
Why Do Bosses Know Risks But Ignore Them?
An analysis addressing why bosses postpone despite knowing risks in Türkiye's business dynamics, the psychology of 'invisible cost', and the lack of control mechanisms.
Why Is OHS Software Not a 'Cost' But a Control Tool?
An analysis on why OHS investments in Türkiye should be seen not as an expense item, but as a control investment that makes risk measurable and prevents destructive costs.
Passing an Audit Without Issues and Having an OHS System That Actually Works Are Not the Same Thing
The critical differences between the 'problem-free' illusion created by the audit-focused OHS approach in Türkiye and real risk management and system continuity in the field.
Why Doesn't Responsibility Disappear When You Outsource OHS?
An examination of how outsourcing OHS services doesn't transfer legal responsibility, and why real control in the field and employer ownership are indispensable.
Why Doesn't Corporate Memory Form at OJHS?
Analysis of the effects of running OHS services through OJHS in Türkiye on corporate memory, data continuity, and ownership in risk management.
How Does the Risk You 'Just Get By' Today Turn Into Cost Tomorrow?
Analysis of the medium-term destructive effects of the 'let's just get by for now' approach in the OHS field on financial, legal, and corporate reputation, and risk management analysis.
Why Doesn't Software Investment in OHS Succeed the Same Way in Every Organization?
An analysis on why the same technology produces different results in different companies while interest in OHS software is increasing in Türkiye.
Why Is Transitioning from Excel to Digital System in OHS Not a 'Luxury'?
An analysis on the limits of Excel usage in OHS processes in Türkiye, its effects on corporate memory, and the operational necessity of transitioning to digital management systems.
Can Corporate Digital Transformation Be Considered Complete Without Digitizing OHS Processes?
An analysis on why digital transformation in Türkiye is not just about office software, and why the transformation will be incomplete without digitizing OHS processes in the field.
Why Does Running OHS Only on Paper Weaken the Organization?
An analysis of the illusions, legal risks, and corporate memory loss created by viewing OHS as a 'document' rather than a 'system' in Türkiye.
Why Don't 'Easy' Looking Software in OHS Always Produce the Right Results?
An analysis on the hidden risks of the ease promise in the corporate software world in Türkiye for OHS processes and the importance of control mechanisms.