If someone had asked me ten years ago how I’d wind down my accounting career, I probably would’ve said something vague like “ease into retirement” or “pass things along eventually.” But the truth is, I never really had a plan for what came after decades of running my CPA firm here in Oregon.
Like many firm owners, I was too busy in the day-to-day. Every season brought new deadlines, new clients, and new regulations. There was always something urgent to handle, some fire to put out. Planning an exit? That felt like something I could push off to “someday.”
Then one day, someday arrived.
Here’s my story of how I came to sell my accounting practice in Oregon, and why it turned out to be one of the smartest—and most freeing—decisions I’ve ever made.
The Internal Clock Started Ticking
It didn’t happen overnight. I didn’t wake up one morning and decide to walk away from the firm I’d built from scratch. But little signs started showing up.
I was staying later at the office, not because I had to, but because it took me longer to focus. I’d put off staff reviews. I started to dread busy season. I was still performing well—but it didn’t feel sustainable.
At the same time, my wife was gently nudging me toward retirement. She wanted to travel more. We had grandchildren in Bend we barely saw. And I realized I didn’t want to spend the next ten years running on fumes.
I wanted to leave on a high note—not be forced out by burnout or health.
That’s when I started seriously exploring what it would take to sell the firm.
Why I Got Help Early
I’ll be honest—when I first thought about selling my business, I assumed it would be as simple as putting it on the market and waiting for offers to come pouring in. I pictured a straightforward process, maybe a few phone calls, and then a quick sale. But it turned out to be nothing like that.
Selling a firm is a whole different ballgame compared to running one day-to-day. I quickly realized there were layers of complexity I hadn’t anticipated. Things like accurately valuing the business, carefully vetting potential buyers, and navigating the legal and financial structuring involved were completely outside my comfort zone. It was overwhelming to think about all the details that could impact not only the sale price but the future of the firm and everyone involved.
Recognizing I needed help, I reached out to a group that specializes in accounting firm transitions. That decision was a real turning point. From the moment they got involved, everything changed for the better.
Instead of rushing me, they asked the right questions—questions I hadn’t even thought to ask myself. They helped me get a true, realistic valuation of my firm that went far beyond just looking at revenue numbers. They evaluated recurring contracts, client retention rates, the technology stack we used, how the staff was structured, and even took my own exit plan into account. It was a comprehensive, thoughtful approach that gave me a clearer picture of the business’s worth.
What struck me most was that they didn’t push or pressure me into making a quick decision. Instead, they offered guidance, patience, and, most importantly, clarity. That support helped me see the path forward—not just in terms of selling the firm, but in how to prepare for it and make the transition as smooth as possible.
Looking back, I realize that professional guidance was the missing piece that transformed a daunting process into an achievable goal. It made me confident that I could navigate this next chapter successfully—and that made all the difference.
Preparing the Firm for a Smooth Sale
Before any buyers even came into the picture, we dedicated several months to getting everything dialed in and in the best possible shape. It was important to me that the business not only looked attractive but was genuinely well-prepared for new ownership.
One of our top priorities was cleaning up the financials. While I had always kept good records, we took extra time to address lingering accounts receivable balances and make sure the books were spotless. This level of clarity gave buyers confidence and made due diligence smoother.
We also performed a detailed client segmentation. Each client was categorized based on their service level, how much revenue they contributed, and their likelihood of staying with the firm after the transition. This analysis helped paint a clear picture of the firm’s stability and potential.
Another key area was reviewing our technology. We documented every tool and subscription we used—from payroll platforms to file-sharing systems—to ensure nothing was overlooked. This helped demonstrate that our operations were efficient, modern, and easily transferable.
Most importantly, I made sure the team was involved at the right time. I didn’t keep my staff in the dark or surprise them at the last minute. Once we had a serious buyer lined up, I brought them into the process, which built trust and helped maintain morale during what could have been a stressful period.
Essentially, we “staged” the business like you would a house before putting it on the market—making it as attractive, turnkey, and well-managed as possible. And that careful preparation definitely paid off in the end.
Choosing the Right Buyer Made All the Difference
One of the things I feared most was selling to someone who would gut my team, hike client fees, or blow up the culture we’d built.
Thankfully, the transition team I worked with had access to qualified, pre-screened buyers—people who actually understood the accounting industry and weren’t looking to just flip the firm.
We reviewed several offers, but one stood out: a regional firm with a strong reputation and a desire to grow into Central Oregon. Their leadership team respected my systems, valued my staff, and had a clean track record of past acquisitions. Most importantly, they weren’t interested in overhauling everything—they wanted to build on what was working.
The transition included:
- Retention bonuses for key staff
- A gradual handoff plan
- Support for clients adjusting to the new firm
- A reasonable earnout tied to client retention (which we ended up exceeding)
It was clear they weren’t buying a number on a spreadsheet—they were investing in relationships.
The Oregon-Specific Considerations
Oregon has some unique factors that made our transition a little different than what friends in other states experienced.
For starters, the CPA licensing and ownership rules require that firms maintain certain standards when it comes to out-of-state buyers. We had to make sure that at least one owner had an active Oregon license at the time of acquisition.
Additionally, Oregon’s client mix is diverse. We had farmers in rural counties, tech professionals in Portland, and tourism-focused businesses on the coast. The buyer had to understand this variety and be comfortable maintaining multiple service lines.
Also, privacy and data laws in Oregon are no joke. We had to make sure our document retention and transition procedures protected client confidentiality at every step. That meant secure document transfers, updated engagement letters, and clear opt-in language for ongoing services.
With the right guidance, all of that got handled smoothly—but it was another reason I was glad I didn’t try to DIY the sale.
Life After Selling: Freedom, Purpose, and Zero Regrets
Once the sale closed, I gave myself permission to completely unplug. I took a few months off, didn’t check emails, didn’t offer to “help” during tax season, and didn’t micromanage the buyer.
And it was glorious.
I’ve since reconnected with my woodworking hobby. My wife and I did a road trip along the Oregon Coast we always talked about but never had time for. And I’ve started mentoring a few younger accountants who are building their own firms.
Do I miss some of it? Sure. There are days I think about the camaraderie during busy season or the satisfaction of solving a gnarly tax problem. But I don’t miss the stress. I don’t miss the deadlines. And I definitely don’t miss the email volume.
Most of all, I’m proud of how I left. I didn’t let the business fade—I passed it on while it was thriving.
If You’re Thinking About Selling, Here’s My Advice
I’ve had other firm owners across Oregon reach out, asking how I managed the sale—and whether it was truly worth it. My answer is always the same: absolutely. But I also share a few key pieces of advice based on what I learned along the way.
First, you don’t have to be completely “done” to start thinking about selling. You can begin exploring options, preparing your firm, and putting a plan in place even if you’re still a couple of years away from stepping away. Getting an early start means you have time to set things up the right way without pressure.
Next, it’s important to start with your goals. What matters most to you—money, legacy, lifestyle, or taking care of your staff? Being clear about your priorities will help you find the right buyer, someone whose vision and values align with what you want for your firm’s future.
I also strongly recommend involving professionals early in the process. Trying to navigate a sale alone can end up costing you more—in both time and money—than working with experienced advisors who understand the ins and outs of business transitions.
Another important focus is keeping your systems clean and organized. Buyers want to see order and stability. Make sure your technology is up to date, document your processes clearly, and demonstrate that your business can run smoothly without you being involved every day.
Finally, trust that it’s okay to move on. Selling your business doesn’t mean you’re quitting—it means you’re passing the torch thoughtfully, honoring everything you’ve built while making space for new growth. It’s a transition, not an end, and embracing that mindset makes all the difference.
Thinking About Selling Your Accounting Practice in Oregon?
If you’re sitting with that quiet nudge in your gut—that sense that maybe it’s time—I encourage you to listen to it. The process isn’t as scary as it seems. In fact, it can be incredibly rewarding when done right.
There are professionals out there who specialize in helping CPAs sell their accounting practice in Oregon with care, clarity, and confidence. Whether you’re in Portland, Eugene, Medford, or somewhere in between, it’s possible to make a clean, profitable exit without sacrificing your values or your relationships.
I walked that road. And I’d do it again in a heartbeat.