Buying an accounting firm is a big win—but the real value walks out the door every evening. The first few months after closing are when you’re most at risk of losing key staff, client relationships, and momentum.
For buyers of CPA firms and for sellers choosing an accounting practice broker, a clear retention plan is just as important as deal structure or purchase price.
Meet The Team Early, With A Plan
Whenever possible, structure your deal so you meet employees before closing as part of the transition plan outlined in the LOI.
A simple, intentional sequence works well:
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The seller introduces you at a team meeting to signal continuity and trust.
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Shortly after, you host the team (even just for lunch or coffee) so they can see you as a supportive new owner, not a threat.
That early contact sets the tone: clients will be cared for, jobs are not automatically at risk, and you respect the existing culture.
Put Job Offers In Writing
Verbal reassurance is not enough when people are worried about their mortgage, kids, or health benefits. Employees need something concrete they can take home and discuss with their families.
Best practice for accounting firm transitions:
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Hand each employee a written offer letter tied to the closing of the sale.
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Confirm that their role will continue and that pay and benefits will match or improve on their current package.
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Make clear that the offer is contingent on closing so you’re not poaching if the transaction falls through.
This small step dramatically reduces anxiety and helps keep the firm stable during and after the handoff.
Understand Internal Deal Politics Before You Walk In
Before you ever stand in front of the team, ask the seller a crucial question:
“Did anyone on staff want to buy this accounting practice?”
If a senior staff member or family member hoped to be the successor and was passed over, emotions may be running high. That person can quietly undermine the transition, influence others to leave, or damage client confidence.
Knowing the internal dynamics in advance allows you to address concerns directly, involve key people in the future vision, or plan a different role if needed.
Use Retention Bonuses Instead Of Instant Raises
Many buyers of accounting firms think the fastest way to win hearts is with immediate raises. A more strategic approach is to use retention bonuses to stabilize the practice through the transition period.
For example:
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Instead of a $6,000 salary increase on day one, offer a $6,000 retention bonus payable after six months (or split over six and twelve months).
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Keep base compensation steady at closing, then adjust salaries once you’ve seen performance and fit over time.
You spend the same dollars, but now they’re aligned with your most critical risk window: the post-closing integration phase.
You’re Buying More Than A Client List
When you acquire an accounting practice, you’re not just buying revenue and workflows. You are acquiring:
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Trust with clients who rely on familiar faces and steady guidance.
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Talent in the form of experienced staff who know the work, the systems, and the subtle quirks of each engagement.
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Culture, which directly affects client experience, referral flow, and future growth.
Protecting those assets requires a deliberate retention strategy: early communication, written assurances, awareness of internal politics, and smart incentives.
Handled well, the transition becomes a selling point when clients ask, “What happens now that the firm has been sold?” They see a stable team, a confident new owner, and a thoughtful plan—exactly what buyers and sellers of accounting practices should want from a brokered transaction.