The Hidden Cost of Waiting: Why Succession Planning Should Start Years Before You Retire

For decades, business transactions have been organised around listings. A business is advertised. Buyers enquire. A deal either completes — or it doesn’t. And the relationship largely ends. That model worked when information was scarce and brokers acted as gatekeepers. Today, information is abundant. What is scarce is continuity — and that changes everything. In high-value SME transactions, the future does not belong to platforms that simply aggregate opportunities. It belongs to platforms that support participants across the full arc of their professional and commercial lives.

Public marketplaces play a vital role in business transactions. They provide reach. They create liquidity. They enable discovery at scale. Business Exchange itself operates as a public transaction market, and that openness is fundamental to its usefulness. But not all transactions — and not all participants — are best served by a single mode of engagement. In complex environments such as acquisitions, mergers, equity transitions and succession, continuity of process matters as much as exposure. This is where layered market structures become essential.

Private Broker Networks™ were never intended to replace public markets. They were designed to sit alongside them — strengthening how complex ownership transitions are managed over time. Business Exchange was built as a public, identity-led transaction platform. From the outset, however, it recognised a practical reality: some organisations — particularly dealer groups, franchises and large professional networks — operate across long ownership, growth and succession cycles that cannot be effectively managed through ad hoc transactions alone. The Private Broker Network™ exists to support that reality.

The most common sentiment we hear when speaking with older principals is: “I’ve seen change before. I’ll adapt to this as well.” But AI is not something you “adjust to” in the way you did to MYOB or Xero. This time the change reshapes the economics of the industry - and with it, the window of opportunity for an optimal exit.

Across the accounting and financial planning professions, succession is often viewed through the narrow lens of retirement — something to be dealt with at the end of a long career, preferably when everything is neatly wrapped up and life has slowed to a gentler pace. In reality, succession planning is far broader, far more flexible, and far more empowering than most practitioners initially believe. Far from being an admission that one’s career is drawing to a close, well-timed succession planning is an exercise in leadership, stewardship and long-term thinking.

For many accountants and financial planners in their thirties and forties, the conversation about partnership is no longer hypothetical. You’ve invested more than a decade building your expertise, nurturing client relationships, and leading teams. The technical ability is proven; the reputation established. Now the question shifts from “Can I do this?” to “What’s next, and how do I turn all this effort into real ownership and long-term wealth?”

When the time comes to sell or merge one of the first questions is: What’s the right pathway? For some firms, a public marketplace is the best way to generate momentum and competition. For others — particularly large regional practices or city firms — discretion is essential, and a private marketplace offers the safer, more effective option. At Practice Exchange, we facilitate both. With over 5,000 registered accountants and financial planners on our platform, we can create reach through our open marketplace while also offering a carefully managed, invitation-only process via our Private Broker Network™.

If you’re wondering whether now’s the right time to sell your accounting or financial planning firm, you’re not alone. It’s one of the most common - and emotionally loaded - questions firm owners wrestle with.

In today’s accounting practice acquisition market, the pathway to ownership is increasingly shaped not only by valuation or deal terms but by access to finance — and specifically, how banks are assessing risk in these transactions.

Navigating the evolving landscape of the accounting and financial planning industry requires strategic foresight and decisive action. Mergers and structured sell-down strategies have emerged as powerful tools to drive significant growth, enhance service offerings, secure capital for retiring professionals, and ensure a sustainable future for your firm.

Unlock the potential of your accounting or financial planning firm with expert insights into bank credit policies. Discover how to leverage your firm’s goodwill to secure the financing you need for sustainable growth.

Equity participation - whether through full partnership or employee share schemes - emerges as a crucial strategy for "locking in" key team members and adding deeper meaning to their professional endeavours.

For small practices, off-market opportunities – strategic mergers with larger firms - offer a pathway not just to expansion but to a redefinition of what small practices can achieve when they leverage the right partnerships.

These strategies aim to preserve the relationships you've meticulously built and seek to enhance the practice's growth and continuity post-transition. The focus: keep the client's best interest at heart.

In today's dynamic accounting marketplace, vendors contemplating retirement or looking to scale down their involvement face a landscape rich with opportunities.

The sun is fast setting on the old way of business brokering. The privileged position of a business broker as a gatekeeper to information and connection is under threat in a world where clients can now find each other via searches on smartphones, LinkedIn etc., and that means the most fundamental adage of business survival applies: adapt, or die.

The Private Broker Network™ (PBN) is a members-only walled garden marketplace for business brokering and succession transactions. It is intended to be used by large networks of member businesses such as financial planning dealer groups and franchises.

Client relationships within an accounting practice portfolio are anchored on mutual respect, trust and understanding. They can take a professional lifetime to build. As you near retirement, the onus is on you to ensure a smooth transfer of these relationships to guarantee continued success for the practice.

Retirement, while a celebratory milestone, presents unique challenges for accountants. Successful transition demands a precise strategy to secure the value built up over a lifetime of professional practice.

Beneath the warm glow of a Zoom call, two business partners lock eyes, or rather cursors, and prepare for a brave new world. Their partnership, formed during the great pandemic, has been forged in the crucible of COVID-19. Now, as they brace for an AI-enabled future, they turn to the prophetic wisdom of futurist Alvin Toffler for guidance.

As an accountant, you've likely experienced the challenges of managing a sole practice, from juggling multiple clients to staying on top of industry trends. Merging with an established accounting partnership can allow you to streamline your operations, expand your client base and boost your professional growth.

Leveraging industry expertise, unmatched buyer access, and cutting-edge technology to redefine the M&A marketplace

Some practitioners are comfortable with the assumption that they will continue working until the end of their life, what might be considered the 'die at your desk' model. Fair enough, but there are big problems if you arrive at this position by default.

Succession can take many forms depending on your situation and goals. Considering a merger can give you options beyond a simple all-or-nothing sale.