The financials are straightforward, but the real value in an accounting practice is clients who have been coming back for a decade and have already built working relationships with the team beyond the founder.
What to know about buying an accounting & auditing business
How accounting & auditing businesses are valued
Asking prices are set as a multiple of earnings: 2x–7x annual profit, depending on team depth, client loyalty, and how much runs without you.
Where you land in that range depends on whether your team handles client work without you, how many clients come back year after year, and whether you have other CPAs who can sign off on work.
Clients who come back every year
Other CPAs on your team
Revenue spread across many clients
Organized work processes
What buyers of accounting & auditing businesses look for
Other CPA firms looking to expand their practice or add audit capabilities
Individual CPAs or experienced accountants who want to acquire rather than build from scratch
Larger professional services firms adding compliance and audit work to their offerings
First-time buyers with accounting backgrounds who want to own their own practice
The first questions buyers ask:
Client retention. What’s the real client run-off after a partner exits?
Signer capacity. Do you have enough credentialed signers for what you sell?
WIP discipline. Walk me through WIP and write-offs—what’s normal here?
Closed deals
Rejigg accounting & auditing deals closed
Across 42 closed deals on Rejigg, the median time from first pitch to close is 177.5 days.
Practical guidance from hundreds of real acquisition conversations.
Owner Dependence
Find out which clients mainly deal with the current owner versus which ones interact primarily with the senior staff.
Firms where clients have already built relationships with the team, not just the founding partner, transfer much more smoothly.
Even if the owner is still central today, understanding how much runway there is to shift those relationships before closing matters a lot.
Ask to see a client list with a note on who each client's primary contact is.
Licensed CPAs on Staff
For firms that do audit work or sign off on financials, having other CPAs on the team who can take on those responsibilities is important.
A practice with multiple licensed accountants besides the owner gives you real flexibility on how you structure ownership and operations.
If you're a non-CPA buyer, knowing early how sign-off authority will transfer shapes the whole deal structure.
Ask how long each licensed staff member has been with the firm and what work they handle independently.
Revenue by Service Type
Ask for a breakdown of how revenue splits across recurring work like monthly accounting and tax prep versus more project-based work like audits or advisory engagements.
Recurring work renewing every year at predictable intervals gives you a stable base.
Understanding the mix helps you think clearly about what the business actually looks like in year one.
Client Longevity and Concentration
Accounting clients who have been with a firm for seven or more years are giving you real information about the quality of the work and the depth of the relationship.
Look at both average tenure and how spread out the revenue is.
A practice where no single client makes up more than 10 percent of revenue and the average client has been around for years is a genuinely stable foundation.
Documented Workflows
Practices with standard templates, checklists, and clear processes for how work gets reviewed and delivered are much easier to step into.
You don't need a perfect manual, but some evidence that work gets done the same way every time tells you the practice can transfer without losing quality.
Ask to see an example checklist or review template to get a sense of how organized the operation is.
Valuation
What Should You Expect to Pay?
2x-4x
SDE
Owner-dependent, founder-held relationships
4x-7x
EBITDA
Team-managed, recurring revenue, other CPAs on staff
The spread in this industry is almost entirely about owner dependence: practices where the team already handles most client work and other licensed staff can sign off on deliverables command meaningfully higher multiples.
What drives a premium
Clients averaging seven or more years with the firm who have been transitioned to senior staff relationships
Multiple licensed CPAs on staff who handle work and sign-off independently of the owner
Revenue concentrated in recurring annual or monthly engagements rather than one-off projects
Documented processes and templates for how work is reviewed, delivered, and billed
Thinking About Selling?Read our owner's guide to selling an accounting & auditing business, with valuation tips, buyer expectations, and step-by-step advice.
How do I contact the owner of a business I found on Rejigg?
Create a free Rejigg account; owners, and the brokers who run some sales, only hear from buyers through the platform. Open the listing to see the full profile: city, team size, financials, what is for sale, and the reason for selling. Sign Rejigg's standard Fee & Confidentiality Agreement for that business; it is the same form for every deal. Verify your phone, then send your pitch from the listing. Replies, meetings, and documents all run through Rejigg.
Can I email Rejigg to get introduced to an owner?
No. Rejigg does not forward emails to owners or brokers, so a note to support@ or hello@ with a listing link will not reach them. Create a free account, open the listing, sign the agreement for that business, verify your phone, and send your pitch; that reaches them in a few minutes.
What’s the real client run-off after a partner exits?
Buyers are underwriting whether revenue survives the next renewal moment, usually the next filing season or audit cycle. They’ll trust what happened during past partner transitions more than anything a CRM says. If you can’t show a clean handoff track record, most buyers assume higher churn and build it into price and terms.
Do you have enough credentialed signers for what you sell?
For audit and attest work, signer and final-review capacity is both an operational ceiling and a compliance risk. Buyers want to see who can sign, who can do the technical final review, and how much work is still sitting on the seller’s desk. Thin coverage usually leads to longer seller commitments, retention bonuses, or more conservative deal terms.
Walk me through WIP and write-offs—what’s normal here?
WIP is where a firm can look profitable while margins are quietly slipping. Buyers look for whether WIP converts to invoices on a predictable cadence, or whether old WIP and late write-downs are masking under-scoped work. They also want to see that you understand your own WIP, because surprises tend to show up right after close.
What’s your realization story—and is it getting better or worse?
Realization tells a buyer whether your billed fees keep up with the hours your team burns. Buyers want the trend by service line and by level, because one recurring issue like scope creep, bad client records, or weak budgeting can eat the whole profit. They’ll also test whether improvements come from a repeatable process or one partner pushing hard for a season.
What portion of revenue is contingent on you personally being in the room?
In many audit and CPA firms, the selling partner becomes the default escalation path for technical calls, deadline triage, and sensitive client conversations. Buyers want to see whether clients rely on the firm’s team or on you personally, and what capacity gap shows up when you step back. High owner dependence is workable, but it usually changes transition length and deal structure.
What’s your capacity model going into busy season—and what breaks first?
Audit and tax firms rarely lose demand overnight. Problems show up when review capacity, staffing, or deadline load breaks and clients feel it. Buyers are testing how you handle stress cases like a manager quitting in March, an audit timeline compressing, or notices spiking right when returns are due.