Client Stories
Real outcomes from planning and advisory work with Australian SMEs.
Short notes
After the cash flow plan we stopped paying our largest material supplier on receipt and aligned to their actual terms. That alone freed enough for two payroll cycles during a wet season when job sites slowed.
Margaret asked uncomfortable questions about our hire timeline. We delayed one role by six weeks and avoided drawing on the line of credit. Not glamorous advice, but correct.
The working capital review surfaced that we were prepaying freight on orders we could have consolidated weekly. Small change, noticeable difference by month three.
Sessions were well prepared. I would have liked the first draft map a day earlier before our board chat, but the final version was solid and matched what our bookkeeper prepared independently.
Case note: hospitality group — March quiet period
A group operating three neighbourhood venues approached us in January with recurring February–March cash dips after Christmas trade. Payroll and rent stayed fixed while card takings fell by roughly thirty percent in prior years.
Engagement: Cash flow planning over three weeks with the owner and part-time bookkeeper.
Actions agreed:
- Shift supplier produce orders from weekly to twice-weekly in quiet weeks.
- Build a four-week minimum operating balance target separate from GST held in the account.
- Schedule marketing spend after Easter rather than mid-March.
Outcome: By the second quiet period under the new map, the group covered payroll without touching personal funds. Owner reported less daily anxiety checking the bank app — qualitative, but meaningful for a hands-on operator.
Case note: trade contractor — growth without new debt
An electrical contractor with fourteen staff planned to add a second crew. Bank offered increased facility; owner wanted to know if cash could support hire and van purchase without relying on it.
Engagement: Working capital review plus one stability advisory month.
Actions agreed:
- Tighten invoice terms on commercial jobs from thirty to fourteen days where contracts allowed.
- Stage van purchase after two milestone payments on existing projects.
- Set weekly cash check rhythm every Monday with office manager.
Outcome: Second crew started ten weeks later than originally hoped, but without increasing debt. Owner accepted the slower timeline once the map showed the original date would have left super payments tight.