Poe: What P.E. Really Wants from Firms | The Disruptors

Beyond revenue and margins, buyers are scrutinizing teams, culture, and operational health.

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The Disruptors
With Liz Farr

Brannon Poe, founder of Poe Group Advisors, says the key to a successful firm transaction is fit.  

“I think having a good deal is really about having a good fit,” he says. Besides technical skills, “you have to have management styles that mesh well, you have to have client service philosophies that are aligned,” he explains.  

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For sellers, choosing the right buyer matters as much as the price. “I find that the sellers in particular, who keep their focus on fit and choose the right buyer, usually are the happiest with their exit.” 

The last few years have created favorable conditions for accounting firm sales, but not for everyone.  

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How Private Equity Created $200 Billion in New Riches for CPAs

The math is simple, even if the implications are not.

By CPA Trendlines

For decades, the value of a CPA firm was constrained by one simple fact: partners had to buy each other out with their own money. That reality imposed discipline, but it also capped valuation. Firms were priced to be affordable, not aspirational.

That changed when private equity arrived.

MORE Private Equity

Over the past five years, private equity funding has fundamentally altered how CPA firms are valued — not by changing what firms do, but by changing how the market prices scale, recurring revenue and growth potential. The result has been a sharp, uneven reset in firm values, with some practices worth 2 to 4 times what similar firms would have commanded just a few years earlier.

Before private equity entered the market, the top 500 CPA firms, which generate roughly $146 billion in annual net revenue, would have been valued at roughly $170 billion using traditional pricing norms. Applying today’s private-equity-driven revenue multiples implies a total enterprise value of more than $400 billion — a valuation reset of more than $200 billion without any change in underlying revenue. Even the smallest firms may rise with the tide. The 500th largest firm runs about $6 million a year.

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Nineteen Things to Expect When Merging Up

Smaller firms should be prepared.

By Marc Rosenberg
The Rosenberg Practice Management Library

The degree to which merger terms are negotiable is often determined by the relative size of the two firms.

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Generally, the larger the gap in firm size between buyer and seller, the fewer the items are open to negotiation. This can be illustrated by the following chart:
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Negotiating a Merger? Remember These Three Factors

Hand drawing a rainbow-colored 3

BONUSES: Smaller firm to larger, 25 questions to ask and 17 data points to request.

By Marc Rosenberg
CPA Firm Mergers: Your Complete Guide

There are always three intangible factors that greatly influence the extent to which merger terms and issues are negotiable:

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1. Negotiation ability of each firm. Some people are “tough” negotiators, continuously trying to impose their will on the merger partner, while others are more malleable and tend to go along with whatever the other side wants.
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Want to Merge? How to Make Your Accounting Firm More Attractive

https://cpatrendlines.com/2021/11/09/why-its-time-for-an-acquisition/

Plus thirteen questions to ask.

By Marc Rosenberg
CPA Firm Mergers: Your Complete Guide

The smaller firm in a proposed merger should make an objective, realistic assessment as to whether or not merging upward is a good business decision.

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Every small firm evaluating the feasibility of merging should consider these questions in as much depth as possible:

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