If you’re an accountant or bookkeeper thinking about selling your firm, here’s the truth. Most firms aren’t ready to be sold. And most owners don’t know what buyers are actually looking for. You’ve probably heard the phrase “$1 for every $1 in revenue.” It gets thrown around a lot. But what actually drives that value? What reduces it? And what does the sale process look like? In this guide, I’ll break it all down. What buyers will pay for. What they won’t. And what you can do to get the most out of your exit.
What buyers will pay for
Let’s start with what makes your firm valuable in a buyer’s eyes. If your business is structured well, you’ll likely sell for somewhere between
$0.80 to $1.00 for every $1 in annual revenue
. Here’s what increases your sale price.
Recurring revenue
Buyers want predictable income. Firms with fixed monthly fees on direct debit are far more attractive than those billing hourly or only doing ad hoc projects. If you’re still chasing clients for time sheets and payments, you’ll lose value.
Cloud-based systems
If your firm runs on Xero, Karbon, Dext, FYI, or other cloud tools, you’re ahead of the pack. Buyers want remote-ready practices with automated workflows and no dependency on physical files or local servers. The more modern and scalable your tech stack is, the easier it is to take over.
Documented systems and SOPs
Your business is worth more if it doesn’t live inside your head. Systems like Pure Bookkeeping or any structured SOP library show that the firm runs consistently, regardless of who is doing the work. If you’ve got onboarding guides, workflow checklists, or templated client comms, you’re giving the buyer confidence that the firm will run smoothly after you leave.
A sticky, loyal client base
Buyers are buying your relationships. If you’ve had clients for 5 to 10 years and they’re not just shopping on price, you’ve got something worth selling. Bonus points if you work with a specific niche or industry that gives the buyer an edge.
Low reliance on you, the owner
This one’s massive. If clients can’t get anything done without speaking to you, that’s a risk. Buyers don’t want a job, they want a business. Start shifting client relationships to your team. Document the “you” parts. Make yourself redundant. That’s what gives you leverage.
What buyers won’t pay for
Here’s what makes buyers hesitate or start discounting your firm.
Ad hoc or project-based clients
Buyers want ongoing cash flow. One-off projects, cleanup jobs, or catch-up work might bring in short-term cash, but they don’t count for much in a valuation. Expect these types of clients to be either heavily discounted or excluded from the deal.
You’re still the business
If your name is the brand, and you’re the one doing all the work, then there’s nothing for a buyer to step into. You haven’t built a business. You’ve built a job. That doesn’t mean you can’t sell, but it means the buyer has to replace you. And they’ll use that to negotiate.
No tech stack
If you’re still using spreadsheets and manual tools, expect buyers to factor in the cost and time it’ll take to modernise. That might mean a lower offer or longer handover terms.
High churn or low-margin clients
If your clients come and go every year, or you’re charging way below market rates, your revenue won’t be seen as reliable. That means less value for the buyer, and less money in your pocket.
What your firm is actually worth
This is the big question. Most firms sell for
$0.80 to $1.00 per $1 in annual fees
. If your firm generates $60,000 in revenue, you might sell it for somewhere between $48,000 and $60,000, depending on how it’s structured. If it’s systemised, scalable, and runs without you, you’ll land at the higher end. If it’s messy or heavily reliant on you, expect less. Real-world examples:
• “I got 75c per $1 because we had no systems in place and I was still doing all the client work.”
• “Sold mine at $1 per $1. Clean cloud-based firm with good clients on monthly retainers.”
This is the value of preparation. You don’t get what you want. You get what you’ve built.
You probably won’t get paid 100 percent up front
This is something most sellers don’t realise. Very few deals involve a buyer handing over 100 percent of the money on day one. Most deals are structured like this:
• A large upfront payment (e.g. 60 to 80 percent)
• Followed by a holdback or earn-out (paid after 6 to 12 months)
• Sometimes milestone-based payments based on client retention or revenue targets
Why?
Because the buyer is de-risking the deal. If half the clients walk after you leave, they don’t want to be left holding the bag. The more confidence you give them that clients will stick around, the more you’ll get paid — and the sooner you’ll get it.
Plan your transition, don’t just walk away
If you want top dollar, you need to help the buyer win after the sale. That means planning your exit, not disappearing overnight. Here’s how to do that well:
• Stay involved for 3 to 6 months in a support or advisory role
• Personally introduce the buyer to every client
• Hand over notes and context on each client — how they like to work, what to avoid, what’s coming up
• Train the buyer or their team on your systems
Some firm owners even bring in a buyer early as a subcontractor, so clients get used to them before the deal is signed. That builds trust, reduces risk, and increases your sale price.
Common questions from firm owners thinking of selling
If you're just starting to explore the idea of selling, you're not alone. These are the most common questions I hear from firm owners — and what you should know before taking the next step.
How long does it take to sell a firm?
Most deals take
3 to 6 months
from first chat to final handover, especially if the buyer wants time for due diligence, finance approval, or a phased transition. But the prep starts much earlier. If you know you want to sell, start building systems, cleaning up your client list, and improving your margins now.
Should I use a broker or sell it myself?
It depends.
• A broker can help market your firm, vet buyers, and manage the process. You’ll pay a commission (usually 5 to 10 percent), but they take a lot of the heavy lifting off your plate.
• Selling it yourself might get you a better net result, but you’ll need to manage negotiations, contracts, handover planning, and vetting the buyer yourself.
If you’ve already got a warm lead (like another bookkeeper or accountant you trust), you might not need a broker. But if you’re cold-starting the process, it’s worth considering.
Do I need to tell my clients I’m selling?
Yes — but timing matters. You don’t need to tell them before the deal is signed, but you do need a
transition plan
that includes warm introductions, clear communication, and reassurance. Clients want to know:
• Who will be looking after them
• Whether prices or services are changing
• Whether you’re staying involved during the transition
A smooth, transparent handover reduces client churn and protects the final payments you’ll receive under the earn-out.
What if I still want to work part-time?
That can actually be a
selling point
. Some buyers are happy for you to stay on in a part-time or advisory role, especially during the transition. You could:
• Stay on for 6 months to help with handover and client retention
• Stay long-term as a contractor doing specific work
• Exit completely after training the new owner — your choice
Buyers often prefer flexibility, especially if it helps retain key client relationships.
Can I sell just part of my client base?
Yes. This is called a
partial sale
or
client book sale
, and it’s very common in the bookkeeping space. You might sell:
• Just your BAS and bookkeeping clients
• A specific industry niche
• Clients below a certain revenue threshold
Just make sure you segment your list properly, remove any overlap, and provide full clarity to the buyer on what’s included.
Final thoughts
You don’t sell a firm. You sell certainty.
Buyers want to walk in and know the business will keep running, clients will keep paying, and the team can handle the work.
If you’ve built something clean, simple, and transferable, you’re in a strong position. If not, there’s still time to fix that.
So if you’re thinking of selling your firm, the best time to prepare is now.
🎙️ Want to go deeper? Check out our podcast series, The M&A Diaries. We sit down with firm owners who’ve bought, sold or merged their businesses and unpack the real stories behind the deals. What worked, what didn’t, and what they wish they knew before starting.
If you're even thinking about selling, buying or merging — this series is for you.
