Context changes the deal
Plan the sale around
your situation.
Retirement, a partner change, a staff departure, or a partial exit can change the timeline and the structure.
Selling compliance work to keep advisory
Plan selling compliance work to keep advisory through separate service and cost models, shared clients, protected records, provider duties, and boundaries.
Selling after repeated busy-season burnout
Evaluate selling after busy-season burnout through workload evidence, service stability, alternatives, buyer capacity, and defined post-sale management duties.
Merging up to solve a capacity problem
Assess a capacity-driven accounting merger through bottleneck evidence, resources, integration costs, professional duties, client handoff, and seller limits.
Selling to an employee or family member
Review an employee or family practice buyout through buyer readiness, supported price, funding, tax, professional authority, decision rights, and seller duties.
Selling after a key employee leaves
Review selling after a key employee leaves through vacancy-adjusted costs, access, qualified coverage, client effects, buyer evidence, and transition duties.
Selling after a large client leaves
Assess selling after a large client leaves through revenue bridges, avoidable costs, residual work, cash balances, buyer disclosure, and retention terms.
Selling when one partner retires
Review selling when one partner retires through ownership rights, agreements, replacement work, payment components, client handoff, financing, and governance.
Selling after owner death or disability
Review an accounting practice estate sale through authority, continuity, deadlines, protected records, client permissions, buyer evidence, and payment rights.
Selling before relocating out of the Midwest
Plan selling before relocating through dates, client continuity, remote duties, professional review, office obligations, travel costs, and delay coverage.
Retiring without an internal successor
Plan retiring without an internal successor through external leadership, owner-duty replacement, client handoff, retirement cash needs, and transition terms.
Selling one office of a multi-office firm
Review selling one accounting office through engagement scope, shared functions, costs, staff, leases, records, balances, and retained-firm commitments.
Selling tax while keeping bookkeeping
Plan selling tax while keeping bookkeeping through service boundaries, shared clients, independent costs, records permissions, year-end work, and payment terms.
Your next chapter starts with a conversation
Talk through the deal.
Before you make the decision.
Bring your questions about value, timing, buyers, or what comes next. Start with a confidential intro call with Jason Taken.