Bending Spoons Just Bought Your Whiteboard Too

A Whiteboard, a Database, and Now the Same Owner

On September 10, Bending Spoons agreed to buy Miro for $1.355 billion in enterprise value, its second acquisition in five weeks after Airtable. A team that plans its roadmap on Miro and tracks the work in Airtable will, once the deal closes, answer to the same parent company for both tools without having chosen that arrangement or been asked about it.

Miro brings roughly 4 million paying users and about $600 million in annual recurring revenue, nearly 90 percent of it from business and enterprise customers, according to Bending Spoons' own announcement. Certain Miro shareholders are rolling $295 million of their proceeds into new Bending Spoons shares rather than cashing out entirely, a detail the companies disclosed themselves and one worth noting because it signals the sellers still expect the combined business to do well. The deal is an all-cash transaction at the company level and is expected to close in the fourth quarter of 2026, subject to regulatory approval.

The Full List, Because It Is Longer Than You Think

Miro is not an isolated purchase. It joins a portfolio that already includes Airtable, Evernote, WeTransfer, Vimeo, Eventbrite, Meetup, Komoot, StreamYard, Brightcove, AOL and the pet tracker Tractive, built up since the Milan-based company's Nasdaq listing in July 2026 raised $1.68 billion for exactly this kind of buying.

None of these products competed with each other before the roll-up. A team that diversified its software vendors on purpose, picking Airtable over a rival database and Miro over a rival whiteboard for unrelated reasons, now finds both decisions routed to one balance sheet.

The Playbook Has a Name, and the CEO Says It Out Loud

Bending Spoons does not hide what happens next: CEO Luca Ferrari has described the approach directly. "The thesis of what we do is to integrate these companies very deeply onto our platform and rebuild them almost from the ground up: the technology, the product, the monetization, and big parts of the team," he has said of the strategy the company calls a deep transformation.

In practice that has meant reorganizing teams, overhauling the underlying technology, redesigning interfaces and changing how a product makes money, applied in sequence to Evernote, WeTransfer and Vimeo before Airtable and now Miro. It is not a hidden risk disclosed in a footnote; it is the stated reason the acquisitions happen at all.

31 Days Versus a Full Quarter

Bending Spoons announced the Airtable deal on August 4 and completed it on September 4, a 31-day regulatory close. Miro's agreement, signed September 10, is guided only to the fourth quarter of 2026, meaning Miro's roughly 4 million users could wait up to three months longer than Airtable's did for the deal to become final and for the company's actual plans to start showing up in the product.

Neither company has said why the timelines differ, and this is not a case where the gap can be explained from what has been published so far; it may simply reflect different regulatory jurisdictions or deal structuring rather than any signal about the deal's prospects. What is certain is that Miro customers have a longer stretch of not-yet-decided ahead of them than Airtable customers just had.

What This Means If You Use Any of These Tools

The practical exposure is not any single acquisition, it is correlation. A business that runs project tracking on Airtable, brainstorming on Miro, notes on Evernote and large-file transfers on WeTransfer had, until this year, four separate vendors that could each fail, reprice or pivot independently. Under one owner running the same deep-transformation playbook on each, a pricing change, feature removal or account migration on one product is now a reasonable predictor of what happens to the others on a similar timeline.

The concrete step is to check contract renewal dates against the Q4 2026 close window, export critical boards and bases while terms are unchanged, and treat a multi-tool stack that happens to share this one owner as a single point of vendor risk rather than four independent ones.

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