In Business World If you had asked me five years ago if I’d ever sell my accounting practice, I probably would’ve laughed and told you I’d retire at my desk, calculator in hand, riding off into the sunset on a wave of spreadsheets and client tax returns.
But life has a funny way of nudging you forward — ready or not.
The truth is, the decision to sell my firm wasn’t one I made overnight. It wasn’t even about the money, really. It was about time. Time for my family, time for myself, time to explore parts of life I’d sidelined for years while I was busy building a business I was proud of.
What I didn’t expect was how personal — and honestly, emotional — the whole process would feel.
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The First Attempt: Doing It Myself
Like a lot of business owners, I figured I could handle the sale on my own. After all, I’d built the company from scratch. I knew the books, I knew the clients, I knew the reputation I’d worked hard to protect.
I spent weeks trying to piece together a plan: listing the business on a few sites, putting feelers out through word-of-mouth, even contacting a few local competitors I thought might be interested.
At first, it felt exciting — like I was finally making moves. But the excitement faded fast and the reality hit: this wasn’t as simple as transferring ownership. It was about letting go of a piece of my identity. And beyond that, it was about making sure the people I cared about — my employees and clients — would be in good hands.
The offers that did trickle in? They felt off. Some buyers seemed focused only on the numbers, not the relationships. Others wanted to “absorb” the firm into theirs, which basically meant my staff would be job-hunting by the end of the quarter.
Every conversation left me more anxious than the last. I wasn’t just selling a business. I was passing along a legacy. I needed more than a buyer — I needed the right buyer.
Why I Called in a Business Broker
I’ll admit it: calling in a broker felt, at first, like admitting defeat. I’m an accountant, I thought. I should be able to figure this out.
But the further I got into the process, the more I realized this wasn’t about spreadsheets or due diligence checklists. Selling a business — especially one as personal as an accounting practice — is as much about emotions and relationships as it is about numbers.
A fellow accountant who had sold her firm the year before pulled me aside over coffee and said something that stuck with me:
“You can’t know all the serious buyers. But a good broker already does.”
That hit home. And she was right.
I reached out to a business broker who specialized in selling accounting practices — not some general “any business under the sun” broker, but someone who truly understood the unique nature of service-based firms, recurring revenue, client relationships, and most importantly, the heart behind the business.
The Difference the Right Broker Made
From the first conversation, I felt lighter.
The broker didn’t just talk numbers or contracts — they asked about my team, about the culture, about the kind of person I hoped would take the reins. They understood that for most of us, selling isn’t just cashing out. It’s making sure your people are looked after and your clients don’t feel like just another file folder on someone else’s desk.
The broker helped me prepare a profile that told the story of my firm — not just the revenue chart. They positioned it for buyers who valued relationships, not just potential profits.
And that changed everything.
Suddenly I wasn’t fending off bargain hunters or “maybe” buyers. The people who came to the table were a better fit from day one. They weren’t just looking for a transaction; they were looking for a business they could step into, nurture, and grow.
Peace of Mind I Didn’t Know I Needed
I won’t pretend the process was stress-free. Selling something you’ve poured your life into is always going to come with a cocktail of emotions. But working with the broker gave me room to actually process the sale, instead of scrambling to manage it.
They handled the vetting, the negotiations, and the tough questions, so I could stay focused on what mattered most to me: making sure the future owner would treat my employees and clients with the same care I had.
And when we finally found the right buyer, it wasn’t just about the price (though the broker helped me get a fair one). It was about walking away knowing I wasn’t leaving anyone behind. My staff would have opportunities. My clients would have continuity. My firm — the thing I’d built from the ground up — would live on, even if I wasn’t the one steering the ship anymore.
More Than a Transaction
I learned something during this process that I wish I’d known sooner: selling your business isn’t about walking away, it’s about passing it forward.
For me, that meant more than checking off legal boxes or signing on dotted lines. It meant handing over a firm to someone who understood the weight of that responsibility. Someone who wanted to grow the business, sure — but also someone who saw the value in the community and relationships I’d built.
Looking back, trying to do it on my own wasn’t a failure. It was part of the process. It taught me how deeply I cared about the outcome. But bringing in a broker — especially one who understood the accounting world — was the best decision I could’ve made.
Letting Go, The Right Way
Selling the practice didn’t feel real until the final paperwork was signed. I remember closing my laptop that day, sitting back in my chair, and for the first time in months, feeling at peace.
I knew I’d done it right.
It wasn’t just about moving on to the next chapter for me — it was about making sure the story I’d written with my staff, my clients, and my community kept going, even if I wasn’t holding the pen anymore.
If you’re in the same spot — thinking about selling, wondering if it’s time, feeling both excited and terrified — just know this: you don’t have to do it alone. And you probably shouldn’t.
A good business broker won’t just help you sell. They’ll help you let go the right way.