Buying an accountancy practice

Grow through the right acquisition—not simply the next one.

Define what a good-fit practice looks like, hear about relevant opportunities and get practical support from introduction through negotiation and handover.

Acquisition search and support

Buying a practice begins with a precise brief

The best opportunity is one your team can absorb, your funding can support and your clients will value—not simply a practice in the right postcode.

Peter will ask about your current firm, acquisition experience, preferred geography, ideal fee range, service mix, staff capacity, premises requirements and funding position. Whether you want a complete accountancy practice, a smaller book of clients or a block of recurring fees, that clear brief makes introductions more relevant and helps sellers see that you are a serious potential buyer.

Information to prepare as a buyer

  • Your current turnover, team and service capability
  • Preferred locations and acceptable travel distance
  • Target recurring fee range and available funding
  • Interest in staff, offices, specialist work or remote delivery
  • Previous acquisition and integration experience
  • Your ideal timing and any deal-breakers

Why many opportunities remain private

Owners often do not want clients, staff or competitors to know they are considering a sale. Bains Watts therefore focuses on discreet matching. Registering a clear brief means Peter can contact you when a suitable opportunity arises, subject to confidentiality and seller approval.

Buying a block of fees? See how the process works

A disciplined acquisition

What the buying process should cover

01

Define the brief

Clarify size, geography, funding, client mix, staff requirements and the type of opportunity your practice can integrate well.

02

Assess strategic fit

Look at culture, service delivery, technology, client profile and people—not only turnover and a multiple.

03

Structure the offer

Set out price, payment terms, assumptions, due diligence, handover and protections in a credible, understandable proposal.

04

Complete due diligence

Verify financial, client, staffing, regulatory, contractual and operational information before committing.

05

Agree the transition

Plan communications, responsibilities, systems migration and the seller’s post-completion involvement.

06

Protect retention

Give clients and staff clear, timely reassurance and make the new service experience feel joined-up from day one.

Due diligence and integration

Questions worth asking before you buy

Good due diligence confirms the numbers and helps you understand what will happen after completion. Explore client concentration, fee recovery, aged debt, profitability, staffing, software, engagement terms, complaints, claims, regulatory history, premises and the seller’s role in transition.

A buyer also needs an integration plan. Who will contact clients? Which systems will move and when? How will staff be welcomed? What will change immediately and what should remain familiar? Retention is shaped by the answers.

View the due diligence guide

No pressure. Complete confidentiality.

Start with a private conversation.

Whether your plans are immediate or still a few years away, Peter will help you understand your options.