Private Sale or Market Process? The Point Most Owners Miss
A private sale of an accountancy practice can make a lot of sense. In some cases, the buyer already knows the vendor. They may be a neighbouring firm, a former staff member, or another accountant who has quietly expressed interest over the years. There is already trust. The conversation feels simple. It can seem like the cleanest way to deal with succession.
And sometimes it is.
Where I see private sales become more difficult is not usually at the first conversation. It is later, once both sides start working through the detail after agreeing the price.
The price might sound acceptable at the start, but then the questions come.
What exactly is included?
How long will the vendor stay?
What happens if some clients do not transfer?
When should staff be told?
How much support does the buyer expect?
Is the vendor funding any part of the purchase price?
Is the restraint fair and practical?
Is the prospective buyer genuinely ready, or just interested?
None of these questions are unusual. They are part of most accountancy practice sales. But in a private discussion, they can sometimes feel personal because there is no process sitting between the parties. That is often the part owners underestimate.
A practice sale is not just a sale of fees. It is a handover of relationships, staff confidence, client trust, systems, habits, and goodwill built over many years. Even when the buyer is a good fit, the transaction still needs structure. For a vendor, the issue is not necessarily whether a private sale is good or bad. The better question is whether the process gives enough clarity before decisions become hard to unwind.
Sometimes one buyer is the right buyer. Often the market would have produced a better option, and I often get told this by my vendors.
The important thing is knowing the difference before committing too far. That is where early advice can help. Not to make the process bigger than it needs to be, but to make sure the owner understands the likely market response, the common pressure points, and the issues that should be worked through before a deal is treated as done.
A quiet private sale can still be a good sale. Often a market sale with more than one buyer will achieve a better result.
Source of information: general market observations from accountancy practice sale discussions. Licensed REA 2008. Copyright Barker Business Brokerage Ltd 2026.
Finding the Sweet Spot Between People, Productivity, and Practice Value”
Several accountants have spoken to me recently about the AI seminars they’ve been attending and where real value now sits inside their practices. Is it still in traditional compliance work, or increasingly in productivity gains and system-led efficiency?
From what I’m seeing, there’s value in both. Early adopters who are embracing automation and AI are lifting productivity and freeing up capacity in what remains a tight labour market for accountants. That tends to translate into stronger margins and greater buyer appeal. At the same time, there is still strong demand for well-run traditional firms built on client relationships, trust, and consistent compliance.
What’s interesting is the uncertainty around how far to go. New tools appear constantly, but the real question isn’t “What software should I use?” It’s “Where does this genuinely add value for my clients or my team?” The most sensible view I hear is that AI should help people make better, faster decisions for clients — not replace professional judgement.
Buyers are starting to notice that difference. Firms that combine technology with strong personal connection are typically seen as more scalable, resilient, and profitable.
That’s where the opportunity sits — not in abandoning what’s worked, but in refining it.
When selling starts being worth thinking about
In many business sales, it’s the accountant who sees it coming first.
Most owners of well-run businesses don’t wake up one day and decide to sell. More often, the business is performing well, clients are stable, and the numbers are sound — but timing, market conditions, or personal priorities make it worth thinking about what comes next.
Sometimes there’s a sense of fatigue, or that the business feels harder work than it used to. Other times, the opportunity is simply that the business is in a strong position and the owner wants to explore options while that’s the case.
Either way, the shift is usually gradual. The numbers start to tell a slightly different story. Family conversations change. The business begins to feel ready for a new phase.
For most business owners, the first sensible conversation is with their accountant. Someone who already understands the business, the numbers, and the owner’s priorities, and can help talk through timing and preparation without pressure.
Those early conversations matter. Preparation done from a position of strength almost always leads to better outcomes than decisions made late or under urgency.
When owners and their accountants take the time to explore options early, it creates space to prepare properly, understand the market, and approach any future sale on their own terms.
When those early signs appear, I can help you understand how similar businesses are being viewed, what buyers are responding to, and where preparation makes the biggest difference. It’s about working alongside you to give your clients time, structure, and choice, so when the moment comes, the business and the owners are ready.