Grow with intention, not just momentum
Many firm owners fall into business rather than plan it. Cassandra admitted she started with no thought of building something valuable—just something flexible enough to pay the bills. But over time, she realised her business had become an asset, not just an income stream. “I wasn’t expecting to end up with this business that was actually going to be valuable to both myself and to somebody else.” – Cassandra Scott Soonah, by contrast, always had an exit in mind—even if it was a decade away. But both arrived at the same point: a sustainable, saleable business requires intention from the outset. Not in the abstract, but in the way you choose your clients, the services you offer, the tech you use, and the structure you build. One key mindset shift? Realising that a saleable firm is also a sustainable one. When you’re not the bottleneck, your business has more room to grow—and more value to offer a buyer down the track. “If you build a business that is saleable, you build a business that is sustainable and gives you choice.” – Cassandra ScottCreate systems that let the firm run without you
If someone bought your firm tomorrow, could they actually run it? That’s the test. And for both speakers, passing that test came down to one thing: documented systems. Not just for bookkeeping workflows, but for every part of the business—sales, onboarding, HR, pricing, the lot. Soonah and Cassandra both stressed that systems aren’t just about having the right software. They’re about consistency, repeatable behaviours, and documented standards your team can follow without needing you to explain it every time. “Systems aren’t just about software—they’re about repeatable behaviours and documented standards.” – Soonah Walkom For Cassandra, finally finding the right system to capture workflows (in her case, XBert) was what unlocked her ability to sell. It gave her the confidence that her team could deliver without her. But the benefit went beyond sale readiness. Once the team had clarity and process, they worked more efficiently and delivered more consistent client outcomes. That made the business not only more valuable—but better.Start developing your replacement (sooner than you think)
Succession doesn’t always mean selling. It could mean stepping into a passive role, or freeing yourself up to launch a new venture. But either way, your business can’t be reliant on you if it’s going to keep running. That starts with how you talk to clients. From day one, Soonah told clients that her team would be in touch—even when that team was just a part-time admin. She used a generic email like info@ to avoid setting the expectation that she was the only point of contact. “Your business won’t be independent if you’re always the bottleneck. Developing leadership is essential.” – Cassandra Scott As the team grew, this mindset paid off. Clients were already used to hearing from multiple people. When it came time to hand things over, the transition felt natural. The brand was the point of trust—not the founder’s name. The sooner you position your firm as being more than just you, the easier it is to hand over control—whether that’s to a buyer or a team member.Know your numbers—and clean them up
Financial metrics aren’t just for client reporting. They’re also what buyers look at when deciding whether your firm is worth acquiring. Soonah and Cassandra both emphasised the importance of being able to show clean, granular data about your revenue, costs, margins, and team utilisation. If you're running a firm today, the first thing to do is review how you structure your P&L and whether it reflects your different service lines. “The cleaner your P&L, the fewer questions a buyer needs to ask—and that means less doubt in their mind.”– Soonah Walkom Here are a few key metrics to get on top of now:- Gross profit (revenue vs cost of delivery)
- Revenue per client
- Revenue per team member
- Retention rate and average client tenure
- Lead-to-client conversion rate
- Pricing discipline (when was your last price rise?)
Be emotionally ready to let go
Here’s the part no one tells you about: exiting a firm you’ve built isn’t just a business decision. It’s a personal one. Cassandra shared how difficult it was to shift her mindset from this is my baby to this is an asset. Even if you have the cleanest systems and strongest financials, you’ll still need to reckon with your identity outside the business. “You have to be ready to let go—not just of the firm, but of the role it’s played in your life.” – Cassandra Scott That’s why it’s critical to start the emotional work early—well before you’re ready to sell. Whether that means coaching, mentorship, or just time and space to reflect, being emotionally prepared helps you make clearer, less reactive decisions when the right opportunity comes. And yes, opportunities can come unexpectedly. Both Soonah and Cassandra sold their businesses to people they already knew through industry networks. Neither was actively selling at the time—but both had done enough groundwork to be ready when the moment came. “Preparation meets opportunity. That’s how it happens.” – Soonah WalkomGive yourself options, starting today
Here’s the big takeaway from the Growth Club Summit by The Firm: you don’t need to sell your firm today. But you should build it like you could. Because when the right opportunity knocks—or life throws you a curveball—you want to be ready. A firm that’s built to run without you, with clean numbers and clear systems, gives you freedom. Freedom to sell. Freedom to step back. Freedom to try something new. “Exiting doesn’t always mean selling. It might mean stepping back, and that’s still success.” – Soonah Walkom So where should you start?- Audit your systems: What’s still in your head that should be documented?
- Check your numbers: Do your P&L and KPIs tell a clear story?
- Shift your language: Stop being “the person”—start being “the team”.
- Plan your endgame: Even if it’s years away, write it down.
