Before, during, after: The acquisition diary of a travel tech CEO

What is it like to lead a travel tech company through an acquisition when you weren’t actively looking to sell, and when the acquiring company is based on the other side of the world?

In February 2025, Mize, a fintech-based solutions provider for the travel industry, acquired RightRez, a U.S.-based specialist in air travel automation and post-booking optimization. This is my perspective on the acquisition journey as CEO of RightRez, from the first approach to life after the deal.

The initial approach: Open, not for sale

We weren’t actively on the market, although we were well aware of the pace of travel tech mergers and acquisitions. Over time, several parties reached out, but none of those conversations progressed beyond early discussions.

RightRez was a strong, owner-operated business with a loyal client base and a reputation built on reliability, expertise and care. However, we were operating at full capacity. Demand was there, but growing further with our existing resources would have stretched the team and risked the quality of service that defined our brand. That wasn’t a trade-off we were willing to make.

The opportunity with Mize felt different. They were looking to expand beyond hotel fintech into new verticals, with air travel technology a clear priority. Their approach was selective: working with established businesses that had already proven their value but could scale further with the right resources. That perspective resonated strongly with us.

From the outset, there was a sense of alignment, not just commercially, but culturally. The conversations felt constructive and collaborative rather than transactional.

Key learnings:

• Stay open to unexpected opportunities, even if you’re not actively selling.
• Understand the buyer’s underlying motivations and how they align with your own.

From discussion to deal

Getting a deal over the line is rarely straightforward.

After early conversations and initial due diligence, we met Mize’s co-founders, Dor Krubiner and Omry Litvak, in person. That meeting proved pivotal. There was a clear alignment around customer success, innovation and building technology that delivers long-term value.

What stood out was Mize’s focus on product and their belief that growth only works when customers are brought along with it. We could clearly see how our strengths would complement each other. That was the moment we allowed ourselves to believe the acquisition might happen.

Formal due diligence followed, bringing with it an intense period of balancing day-to-day operations with the demands of the deal. Maintaining focus on clients and supporting the team while navigating legal, financial and operational scrutiny required discipline and stamina.

Although this phase moved relatively quickly, we were careful not to get ahead of ourselves. Even after signing a letter of intent, we stayed firmly focused on business as usual until everything was finalised and officially announced in February 2025.

Key learnings:

• Keep the core business front and center throughout the process.
• Nothing is final until contracts are signed.
• Expect the process to demand more time and energy than anticipated.

Bringing the team with us

One of the most sensitive aspects of the acquisition was how and when to communicate with the team.

Our priority was to maintain stability and avoid unnecessary uncertainty. For that reason, we limited knowledge of the deal to senior management until it was close to completion. There is no universal playbook for this; leaders must make decisions based on what’s right for their organization and their people.

Once the acquisition was announced, we focused on open and frequent communication. I was confident that Mize was committed to investing in the business and providing access to resources, people, technology and capital that would allow the team to grow and thrive.

There were many questions, ranging from strategic direction to day-to-day processes. Some answers evolved over time, and being honest about that was essential. Through regular meetings, open discussion and an open-door policy, the team remained engaged and aligned. Apart from one planned retirement, we retained the entire team.

Key learnings:

• Be deliberate about the timing and method of team disclosure.
• Keep communication open, consistent and honest.
• Help people understand that ambiguity is part of the transition.

Adjusting personally

I had been with RightRez for more than 18 years, including the past three as CEO. We were a small, close-knit organization, and one of my biggest challenges, both practically and emotionally, was ensuring continuity for our customers and our people.

I’m naturally hands on, so stepping back from areas where I previously had full control took adjustment. At the same time, it was liberating to collaborate with colleagues whose skills complemented mine and to delegate to teams with deep expertise.

Access to support in areas such as finance, legal and marketing was invaluable, even though it meant decisions were no longer mine alone. Letting go of that autonomy wasn’t always easy, but it freed up mental space and allowed me to focus more on product, sales and long-term strategy.

While I’d prepared myself for change, moments of uncertainty and fatigue still surfaced. They were reminders of how deeply I cared about what we’d built. I spent so much energy supporting the team and clients that it took time to reflect on what this new chapter meant for me personally. That pause proved grounding and valuable.

Throughout it all, my confidence in the decision never wavered. When doubts arose, I recognized them as a natural emotional response to change and kept my focus on the bigger picture.

Key learnings:

• Use change as an opportunity to expand your skillset.
• Balance emotional reactions with rational thinking.
• Prepare yourself for life after the deal, not just the deal itself.

Final reflections

Selling a business is not a single moment but an ongoing process. During due diligence, the focus is on being evaluated; only after completion do you truly understand how your new owners operate and how you’ll grow together.

Our experience has been positive and constructive. It hasn’t been without challenges, but it has opened up new opportunities for the business and for the people within it.

For small and midsize travel tech leaders considering acquisition offers, my advice is simple: Seek genuine alignment, identify real synergies, ensure your culture and relationships are valued and above all, keep prioritizing the people who built your business.