FAQ

Numica was founded by Slava Orekoff and Victor Lysenko. Slava is a Stanford graduate with 25 years of experience in business, accounting, and accounting software. Victor is a serial entrepreneur whose accounting firm currently serves 12,000 clients across four countries.

Together, they built Numica to acquire established CPA practices from retiring owners and operate them with a focus on continuity — preserving client relationships, retaining staff, and supporting the work with technology built specifically for how accounting practices run. Numica’s practices currently serve over 2,000 clients across multiple states.

Because we believe the small and mid-sized accounting firms that have served their communities for decades are worth preserving, and that the right operator can give them resources to thrive that they couldn’t easily build alone. Most of these firms are remarkable in what they do for their clients but constrained by what one practitioner and a small team can manage operationally. We exist to absorb the operational weight.

We’re operators, not financial engineers. We measure success in years, not quarters. We’ve built our own technology platform — Numica Ledger — that runs the operational layer of an accounting practice, which means we can absorb a firm without forcing it to change its tools, its people, or its client experience. We also keep our acquisition pace deliberate. We don’t buy every firm available; we buy the ones we believe we can serve well.

Established firms with stable client bases and recurring revenue. Practices with experienced staff who understand client relationships. Firms with strong reputations in their communities. We work with both traditional and virtual operating models. The mix can include tax, bookkeeping, and advisory services — what matters is the underlying quality of the relationships and the operational soundness of the practice.

We work with all operating models. Many of the practices we look at are partially or fully virtual; some are traditional office-based. We don’t have a preference. What matters is that the practice serves its clients well in whatever form it takes, and that the team and clients are aligned on how the firm operates.

Yes, for as long as it makes sense. We offer maximum flexibility for the first two years post-acquisition. Whether you maintain a physical office, transition to hybrid, or go fully virtual, we adapt to what works best for your clients and staff. Location decisions are made collaboratively, with input from the team.

That’s your call, within a range. We can accommodate transitions as short as 60 days or as long as three years. Our experience is that three months of active involvement, with a longer informal tail, produces the best client retention. But we also welcome sellers who wish to remain part-time for years — many of our acquired sellers still take occasional client calls, and we structure the deal to recognize that.

If you want a fast exit, we can do that. If you want to stay engaged, we can do that. The conversation is about what fits your life, not what fits our timeline.

Staff retention is a priority, and not just at the level of “we hope to keep them.” Our practices are built on the relationships your team has with your clients. We retain client-facing staff with their existing compensation, benefits, and work arrangements. We invest in training, we cover certification fees for staff pursuing additional credentials, and we look for ways to expand roles over time as the firm grows.

For staff in administrative or back-office roles, we work with each person individually to understand what they want from the next chapter. Some prefer steady work; others want to evolve into more client-facing roles as our technology absorbs routine tasks. Both are supported, but we’re honest about the conversation early.

In our experience, the right answer is: as little as possible, as slowly as possible. We retain the existing engagement letters, the existing billing format, the existing communication patterns. If your clients have always reached you by email, they continue to reach the firm by email — we build the internal infrastructure to handle their preferences, rather than asking them to migrate to a new portal or new tools.

Service quality remains consistent or improves. Any changes are introduced gradually, with client communication, after the relationships are stable. We treat the client relationships as the asset we just bought; disrupting them is the surest way to destroy what we just paid for.

We’ve built our own internal platform — Numica Ledger — that handles billing, general ledger, client communication, workflow management, and selected tax filings. We use it to absorb operational load, not to disrupt how a firm works. The point of the technology is to support the people, not replace them.

No. AI is genuinely capable of automating much of the routine operational work in an accounting practice — categorization, reconciliation, document handling, certain tax filings. We use it to absorb that work. The advisory conversations, the client relationships, the judgment calls about what a client actually needs — those remain firmly with humans, because that’s where the value of an accounting practice actually lives.

Our practical view: AI reduces the cost structure of routine work, which makes it easier for us to invest in the parts of the firm that matter. That’s a benefit to your staff, not a threat to them.

We have dedicated cash reserves and committed investors specifically for practice acquisitions. We don’t rely on bank financing. That eliminates deal uncertainty and enables quick closings — typically faster than any individual buyer, and faster than most regional firms or PE platforms.

We prefer straightforward transactions with majority cash at closing, but we remain flexible on structure to fit your situation. We can accommodate earnouts, consulting agreements, ongoing advisory retainers, and other arrangements that ensure a successful transition for both sides. We tie any earnout to client retention rather than to your personal involvement, because we don’t want you tethered to a desk for three years against your wishes.

Call or email Slava directly. Numbers and address are below. There’s no formal intake process, no broker required, no NDA on the first conversation. We respect your time and your discretion.

Informal. We typically spend the first call understanding your practice, your goals, your timeline, and what you’d like the next chapter to look like for your clients and staff. We don’t ask for financials, NDAs, or anything formal until we both agree there’s enough mutual interest to move forward.

Even better, in some ways. Talking to multiple buyers makes you a sharper evaluator and produces a better outcome whichever way you choose. We’re comfortable being one of several voices in the room. We’ve written publicly about why we encourage sellers to get multiple offers, and we’ve published a printable checklist of questions to ask any buyer before you commit.