CijferMeester and Kubus merge to form CijferPartner

CijferMeester and Kubus have merged and have been operating as CijferPartner since 1 November 2026. The new network comprises around 100 member offices and approximately 8,500 small and medium-sized enterprise (SME) clients. With coverage across the Netherlands, the organisations aim to pool expertise, innovation and support. The merger introduces a new shared name to the Dutch franchise sector, bringing together two established networks of bookkeeping firms and financial professionals.

Two networks of around 50 offices each

The merger was announced on 5 November in a report by De Nationale Franchise Gids, a Dutch franchise directory and news platform. The announcement distinguishes between two effective dates: the merger took effect for administrative purposes on 1 January 2026, while the organisations began operating under the CijferPartner name on 1 November. The administrative effective date therefore precedes the joint operational launch.

Before the operational merger, CijferMeester and Kubus each had around 50 offices. Both organisations already had a presence throughout the Netherlands. According to the announcement, their networks complement each other geographically, creating a combined network with nationwide coverage.

The approximately 100 member offices are therefore not the result of a series of new openings. Rather, they represent the combination of two existing networks. This distinction matters when assessing CijferPartner’s scale: from the outset, the new name represents an established group of local service providers and their clients.

The reported client base of around 8,500 SMEs also reflects that combined scale. The announcement concerns the pooling of existing operations, rather than a target for future client numbers.

Automation and advisory services drive the merger

CijferPartner links the merger to changes in financial services. In its explanation, the organisation identifies three trends: automation is taking over more routine bookkeeping work, business owners expect up-to-date insights and proactive advice, and qualified financial professionals are becoming harder to recruit.

This combination affects both the day-to-day work of bookkeeping firms and the support they need. As more routine work is automated, how a firm deploys its expertise and resources for clients becomes increasingly important. The announcement places a clear emphasis on timely insights and advice alongside bookkeeping services.

The merger is intended to enable the organisations to coordinate expertise, innovation and support. That is CijferPartner’s stated direction. The network’s scale provides a starting point, but does not in itself demonstrate better service or offer a solution to staff shortages. The announced move is primarily about bringing the organisations and their support functions together.

For the franchise sector, this approach is particularly relevant: the combined organisation is being positioned as a response to the challenges facing local financial professionals. The merger is therefore about more than a change of name; it also concerns how the network prepares for changes in the market.

A local presence under a national name

CijferPartner presents itself as a network of local partners with nationwide coverage. The combination of local accessibility and shared support is central to its positioning. Member offices contribute their local presence, while expertise and innovation are pooled across the network.

SalarisPartner B.V., a Dutch private limited company, was also presented as part of CijferPartner on 5 November. This places another name within the new organisation. Its introduction coincided with the merger announcement, a few days after the operational launch on 1 November.

For SME clients, the shared name is the most visible element of the announcement. For member offices, the way shared support is organised also matters. These are two different perspectives on the same change: external recognition and collaboration within the network.

What business owners can learn from the merger

The merger shows that growth within the franchise sector can also come from bringing established networks together. CijferPartner is not starting with a single new office, but with around 100 members collectively serving approximately 8,500 SME clients.

Business owners working with a member office should discuss the practical implications of the transition directly with that firm. Ask which name will appear on communications, who the regular point of contact will be and how shared support will be used. The practical lesson is to look beyond national scale and assess what the collaboration means for the local office and its day-to-day service.