Our process
A clear acquisition process, from first conversation to transition.
A structured, confidential process designed to give both sides enough information to make a considered decision.
Principles
What guides the process
Buying an accounting practice is not a transaction like any other. There are clients who trust the firm, staff who built careers there, and an owner making a significant decision. Our process is built around these principles.
Confidentiality
Conversations are treated as confidential from the outset, and detailed information is only shared once both sides agree it is worth exploring further.
Clarity
We explain what we are asking for and why at every stage, so an owner is never left guessing what happens next.
Direct communication
You deal with the same people throughout, rather than being passed between intermediaries who do not know the detail of your practice.
Independent advice
We expect and encourage every owner to appoint their own legal, tax and financial advisers before agreeing anything.
No artificial urgency
We do not use deadlines to push a decision. If more time is needed to think or take advice, that time is given.
Step by step
Six stages, from first conversation to transition
Each stage can move at a pace that suits the owner. Nothing is binding until legal completion, and either party can step back at any point before that.
01
Initial conversation
A short, private discussion to understand your situation, your rough timescale, and whether continuing to explore is worthwhile. Nothing is shared beyond this conversation without your agreement.
02
Mutual fit
We look at the practice against our acquisition criteria, and you assess whether our intentions for ownership, staff and clients match what you want. Either side can step back at this stage without explanation.
03
Non-binding indicative terms
If both sides want to continue, we set out indicative terms in writing: a proposed structure and the principal conditions we would expect to agree. Any indicative proposal is non-binding and subject to due diligence, financing, definitive documentation and required approvals.
04
Due diligence
A structured review of the practice's finances, client base, regulatory standing, staff arrangements and systems, carried out confidentially and explained in advance.
05
Definitive documents and completion
Solicitors on both sides negotiate the sale agreement, employment protections and any warranties. Completion is the point at which ownership formally transfers on terms both parties have signed.
06
Handover and measured integration
A structured handover period covers client introductions, system access and continuity of day-to-day service, followed by a controlled, phased approach to any operational change.
Due diligence
What we ask for, and why
Due diligence protects both sides: it confirms that what is being sold matches what has been described, and gives an owner confidence that any commitments we make are grounded in a proper understanding of the practice.
Financial records
Recent accounts, fee income by client type, and billing history, so we understand the practice's underlying performance rather than a single year's snapshot.
Client base composition
The spread of clients by size, sector and service line, and how concentrated income is in any single relationship, so risk is understood honestly by both sides.
Regulatory standing
Professional body membership, anti-money-laundering supervision, professional indemnity cover and any historic complaints, because continuity of regulatory good standing matters to clients and staff alike.
Staff arrangements
Contracts, pay, tenure and benefits, so that employment terms transfer fairly and nobody discovers a change to their position by surprise.
Systems and data
The software, working papers and data-handling practices in use, so a transition can be planned without disrupting live client work.
Lease and premises
Where relevant, the terms of any office lease or shared premises arrangement, since these can shape how quickly or slowly change is practical.
Due diligence is carried out discreetly. Where documents need to be reviewed, we agree with you how they are shared and who on our side sees them. We do not ask for access to client-identifiable data beyond what is genuinely necessary, and we do not retain information beyond the purposes of the review if a transaction does not proceed.
Acquisition criteria
What we look for in a practice
Our criteria are not rigid thresholds, but they describe the kind of practice we are best placed to acquire and support well.
- Location
- Established UK accounting practices, any region.
- Fee income
- Broadly from around £250,000 to several million pounds in annual recurring fees.
- Client base
- A stable, recurring compliance base, ideally with some advisory work alongside it.
- Ownership
- A sole practitioner or small partner group, typically considering retirement or succession.
- Regulatory standing
- Good standing with a recognised UK accountancy body and no unresolved regulatory issues.
- Team
- A practice where existing staff are expected, in principle, to continue.
After completion
A measured plan for what comes next
Completion is the start of a transition, not the end of a conversation.
Our approach after completion follows a deliberate sequence. First, we protect service continuity: the same people continue serving the same clients, and nothing about day-to-day work changes without notice. Second, we establish a clear baseline, understanding how the practice actually operates before proposing any change. Only then do we begin implementing Orion, our operations platform, and we do so in controlled phases rather than all at once.
Orion is designed to support accountants with day-to-day operations; it does not replace professional judgement. Accountants review, approve and remain responsible for client work throughout, and any phase of implementation is planned with the team, not imposed on it.
Boundaries we hold
What we do not do
No contact without agreement
We do not contact your staff or clients directly, at any stage, without your explicit agreement on timing and message.
No rushed deadlines
We do not use artificial deadlines to push an owner towards a decision. If more time is needed to think or take advice, that time is given.
No unsupported commitments
We will not promise outcomes, timelines or figures we cannot support, and any indicative proposal is stated clearly as non-binding.
No day-one system shock
We do not impose new systems or ways of working on day one. Service continuity is protected first, and any change is introduced in controlled phases.
Questions
Frequently asked questions
How long does an acquisition take from first conversation to completion?
There is no fixed timetable. A first conversation can happen within days, but due diligence, legal work and agreeing terms that suit both sides typically take several months. We would rather take the time needed than rush a decision either party might regret.
Will my clients be told before anything is agreed?
No. Clients are not approached, and nothing is communicated externally, until you and we have agreed the principle of a transaction and worked out together how and when the announcement should happen.
What happens to my staff?
Our intention going into every conversation is that the team continues. Employment is protected under the normal law that applies to a business transfer, and we discuss role, pay and any concerns with you before terms are finalised.
Do I have to sell all of the practice at once?
Not necessarily. Depending on your circumstances we can discuss a full sale with a handover period, or a structure where you retain some involvement for a defined time. Every conversation starts from what you want the outcome to look like.
What if due diligence uncovers a problem?
We would rather know early. Most issues that come up during due diligence are ordinary and can be addressed in how a transaction is structured. We tell you what we have found and discuss it with you directly rather than using it as a pretext to walk away.
Can I change my mind after indicative terms are agreed?
Yes. Any indicative proposal is non-binding and subject to due diligence, financing, definitive documentation and required approvals. Either party can step back at any point before formal legal completion.
Will Orion be introduced immediately after completion?
No. Our approach is to protect service continuity first, establish a clear baseline, and only then introduce Orion in controlled phases, with accountants reviewing and approving its use throughout.
Who pays for legal and professional advice during the process?
Each party is expected to appoint and pay for its own legal, tax and financial advisers. We would always encourage an owner to take independent advice before agreeing anything.
Where to go next
Related reading
- Considering the next chapter for your practice — what starting the conversation actually involves.
- What could your practice be worth — the factors that inform value, without invented figures.
- Succession options for accountancy practice owners — how a sale compares with the alternatives.
Considering a sale or succession?
Start with a private conversation. There is no obligation, and nothing is shared beyond that conversation without your agreement.