four reasons to fear a merger
and eight ways to tell that one was successful.
by marc rosenberg
cpa firm mergers: your complete guide
as a generation of aging baby boomer partners continues its relentless march toward retirement, thousands of firms are seeking the only exit strategy available to them: merge into another firm.
more: 12 shifts to ensure firm success | eisneramper ceo explains the firm’s private equity deal | why it’s time for an acquisition | are you overthinking an m&a deal? | the 9 biggest merger pitfalls | will new taxes push you to cash out? | the managing partner’s role in mergers | inside a partner comp committee | making partner: the essential metrics | want to be a partner? meet these 17 expectations | five reasons not to make someone a partner | do you really need another partner? | six big mistakes in succession planning | new non-compete laws don’t affect cpa firms | evaluating the managing partner | what a firm needs from its leaders |
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thus has a voracious appetite for mergers been created at all size levels, particularly:
- sellers who are very small firms – sole practitioners (remember, 30,000 of the u.s.’s 44,000 cpa firms are solos, and a huge percentage of those are at an advanced age) and multipartner firms under $3 million
- buyers with annual revenues of $3 million and larger
and the irs already knows what they are.