There's rarely a perfect moment to sell a practice. But there is a clear pattern in who does well: owners who plan the timing consistently outperform those who sell reactively, in a hurry, from a tired position. This guide covers the personal signals that it's time, the market factors that matter, the genuine cost of leaving it too late, and how to use even a short runway to sell from strength.
The personal signals
- Your energy has shifted. Work you once enjoyed feels like a grind, you're deferring decisions, and the thought of another busy season is wearing.
- You've become the bottleneck. The firm can't grow because everything routes through you — and you no longer want to change that.
- Reinvestment is due. New software, new people, new premises, the MTD transition — and you'd rather not fund another cycle.
- Life is changing. Retirement, health, family, or a new venture is pulling your attention elsewhere.
- The team is ready for more than you currently have the appetite to build.
The market signals in 2026
Timing isn't only personal. After years of private-equity-fuelled consolidation, data from early 2026 suggests headline valuations may have peaked, with buyers scrutinising aggressive multiples more closely and the premium concentrating on quality. At the same time, the compliance burden is rising (MTD for Income Tax, Companies House verification), meaning the next few years demand more systems, people and investment. For many owners, that combination — a strong-but-cooling market and a rising workload — makes 2026 a year worth thinking hard about.
The real cost of waiting too long
A practice sold from strength — growing, well-staffed, systemised — commands more than one sold after the owner has run out of road. Burnout shows up in the numbers before it shows anywhere else: deferred investment, drifting clients, a tired team, slipping fees.
What a tired couple of years costs
Two identical £280,000 practices. One sells while growing and well-run, at 1.1× recurring fees = £308,000. The other drifts for two years — deferred investment, a few lost clients, fees slipping to £250,000 — and sells at 0.85× because the buyer sees decline = £212,500. A ~£95,000 difference, most of it avoidable simply by acting from strength rather than exhaustion.
Use the runway
Even 12–18 months lets you do the things that lift both price and deal certainty: reduce owner-dependency, re-price under-charged clients, tighten WIP and lockup, and document how the firm runs. See seven ways to increase value. The paradox of selling well is that the best time to prepare is when you least feel the pressure to sell.
Timing rules of thumb
- Plan 1–2 years ahead where you can
- Sell from strength, not exhaustion
- Use the window to lift value, not scramble
- Watch the market as well as your own energy
Not ready yet? Still worth a conversation
A first, confidential conversation costs nothing and commits you to nothing. Often the outcome is simply a short plan to exit stronger later — or a way to take pressure off now, such as handing over the back office so the next couple of years are calmer. Explore your succession options, and start from a realistic valuation.
Frequently asked questions
When is the best time to sell an accountancy practice?
Usually a year or two before you feel you have to — while the firm is growing, well-staffed and systemised. Selling from strength commands a higher multiple and more deal certainty than selling in a hurry from a tired position.
Is 2026 a good year to sell a practice?
It's a year worth thinking hard about. Valuations appear to have cooled from their peak, and the compliance burden (MTD, Companies House verification) is rising, so waiting means more investment for possibly less. But the right answer is personal — it depends on your energy, timeline and firm quality.
How much does it cost me to wait too long to sell?
Potentially a great deal. A practice that drifts — deferred investment, lost clients, slipping fees — can move from, say, 1.1× to 0.85× fees, which on a mid-sized firm is tens of thousands of pounds, most of it avoidable.
What should I do if I'm not ready to sell yet?
Have a confidential conversation anyway. Often the result is a short plan to exit stronger later, or a way to reduce pressure now — such as outsourcing the back office — so the run-up to a sale is calmer and the firm more valuable.
Thinking about your next chapter?
Whether you want to sell, step back gradually, or just take the back office off your plate — start with a confidential, no-obligation call with the buyer.
Book a confidential call