Case Studies
Paul, CEO & Founder
BEFORE
Paul owned a thriving physiotherapy clinic—on paper, at least. The clinic had a steady flow of clients, but the numbers never seemed to add up. No matter how hard he worked, there was never enough left in the account at the end of the month. BAS payments were a shock every quarter, superannuation was always running late, and paying himself anything beyond the bare minimum felt impossible.
Bills were creeping up faster than he could clear them, and there was no buffer. Any unexpected cost—a supplier chasing payment, a staff member needing time off—felt like a crisis. Behind the scenes, there were whispers of deeper issues: revenue was solid, but profit margins were thin, and Paul hadn’t paid himself properly in months. He knew something was off, but didn’t have the time or clarity to work out what.
Worse still, the pressure followed him home. He was constantly distracted, missing family dinners, skipping weekends, and lying awake at night wondering when something would finally give. He was starting to feel like the business was swallowing him whole—and the guilt of not being present for his kids only added to the mental load. He didn’t just need help with the numbers. He needed breathing room.
WHAT CHANGED
The first step was our Business X-Ray—a deep dive into the financial health of his business. It revealed exactly what we suspected: poor cashflow visibility, weak profit margins, and no real plan for owner compensation. Paul had unknowingly fallen into the trap of building a business that paid everyone but him.
From there, we got to work. We restructured his financial processes, starting with a cashflow framework that allocated income into clearly defined accounts: one for tax, one for operating expenses, one for profit, and—critically—one for Paul. Every dollar had a job, and there was no more scrambling when bills were due. We also introduced quarterly tax planning sessions, ensuring he was never blindsided by the ATO again.
We worked with him to set measurable business targets aligned with his personal goals—not just revenue, but sustainable profit, regular owner salary, and room for future investment. And importantly, we created space for him to lead, rather than just survive.
The biggest shift wasn’t just in the numbers. It was in Paul’s mindset. As soon as he saw a path forward—one that didn’t involve running on empty—he began to re-engage with his business in a completely new way.
AFTER
Paul’s business is now consistently profitable. His gross profit margin has increased by over 12%, thanks to tighter cost controls and better pricing strategies. Tax bills are no longer a surprise—they’re forecasted, planned, and the cash is sitting in the right account when it’s due. He’s paying himself a consistent salary each month, and for the first time, has a three-month cash buffer in place to cover overheads, even if income slows.
His financial reports have gone from being vague and backward-looking to clear, actionable, and forward-focused. He now has visibility over what’s coming in, what’s going out, and what’s available for growth—broken down by category, goal, and account.
But the numbers only tell part of the story.
Paul is no longer stuck in survival mode. He’s stopped working nights and weekends and started showing up to family dinners. He’s not dreading Monday mornings anymore—because he’s not stuck in a business that runs on chaos. He’s running a business that works for him. The sense of relief and confidence he now carries isn’t just visible in the numbers—it’s visible in how he walks through the door.
Where there was burnout, there’s now balance. And for the first time in a long time, Paul’s not just building a clinic—he’s building a life.
Paul
CEO & Founder
I really thought being in business meant long hours and never seeing your family. I was questioning why I was doing it. Alex and her team showed me it’s possible to have both.
Cameron
Partner & Founder
Alex and her team were great, they brought order to the business allowing me to focus on what I do best and I trust them to do what they do best, look after the finances and keep me on track.
Cameron Partner & Founder
BEFORE
From the outside, Cameron’s legal practice looked like a runaway success. The firm had grown rapidly, clients were thrilled with the work, and referrals were rolling in. But internally, it was a very different story.
Despite solid revenue, the business was flying blind. No one had a handle on cashflow. The team had no idea what was coming in, what was going out, or when the next big bill would hit. They were constantly caught off guard by expenses—whether it was payroll, BAS, or office overheads—and every financial decision felt like a gamble. There was no structure, no visibility, and no breathing space.
The result? Paralysis. Important decisions kept getting pushed aside because no one could say with certainty whether the firm could afford them. Cameron found himself hesitating on hiring, delaying investments, and second-guessing even the most obvious next steps—not because the firm wasn’t successful, but because the financial fog made it feel too risky to move forward.
Underneath it all, there were signs of a PSI issue: profit wasn’t consistent, salary for the partners was unpredictable, and any form of reinvestment was perpetually “on hold.” Cameron was leading a respected firm that felt like it was held together with duct tape—and the constant uncertainty was draining.
WHAT CHANGED
We stepped in to bring clarity and control.
First, we restructured the firm’s cashflow systems—implementing a reliable, repeatable process to manage money as it moved through the business. We introduced dedicated bank accounts for tax, expenses, and partner compensation, giving every dollar a job and eliminating nasty surprises.
We implemented forward-looking cashflow projections, layered with automated bill alerts and recurring payment schedules, so the team could finally see what was coming—and prepare for it. No more blind spots, no more panic stations.
Then we introduced regular reporting rhythms. Each month, Cameron and his leadership team received tailored financial insights—clear data showing revenue trends, margin shifts, expense blowouts, and available funds for decision-making. They didn’t just see what had happened—they knew what was happening next.
Suddenly, decisions weren’t made on gut feel or crossed fingers. They were backed by facts.
AFTER
The firm now operates with complete financial visibility. Cashflow is mapped three months in advance, bills are anticipated—not feared—and partner drawings are consistent, rather than reactive. Margin clarity has improved by 15%, simply by tightening processes and re-evaluating unnecessary overheads. Financial reports are concise, timely, and built around the firm’s strategic goals—not just last month’s numbers.
More importantly, Cameron and his team have regained control. The financial fog has lifted, and decision-making is no longer paralysed. The team now moves with confidence, backed by data, not guesswork. Strategic hires are happening. Growth opportunities are being seized. And investments that once felt “too risky” are now seen for what they are—necessary steps towards the firm’s future.
What was once chaotic is now calm. What felt stuck is now in motion. And instead of operating in fear of what might be coming, Cameron’s building the business with intention, clarity, and momentum.
Louisa Director & Founder
BEFORE
Louisa had built her legal practice from the ground up over 11 years, fuelled by hard work, ambition, and the courage to grow. As part of her expansion plan, she acquired several smaller firms—bringing in fresh potential, but also a flood of complications.
In cleaning out the inherited client base, Louisa had trimmed the fat—but also slowed the flow of new revenue. The practice was suddenly cash-strapped. The timing couldn’t have been worse. A key staff member resigned, but hiring a replacement wasn’t financially viable. The remaining team was stretched thin, and every day felt like a fire drill.
Behind the scenes, compliance was slipping. A backlog of ATO lodgements had built up, debts to both the ATO and the bank were snowballing, and the risk of director penalty notices was looming larger by the week. It wasn’t just an inconvenience—it was a legal and financial minefield.
The processes and procedures were sound—but there was no cash to power them. No capacity to catch up. And no room to breathe.
Louisa was scared. The pressure of keeping her team afloat, managing client expectations, and protecting what she’d spent over a decade building was suffocating. She was carrying the weight of everything—debt, fear, responsibility, and the quiet question that haunted every sleepless night: What if I lose it all?
WHAT CHANGED
We tackled the most urgent threat first: cashflow.
Using our profit-driven cashflow system, we created a clear, step-by-step plan to manage debt repayments to both the ATO and the bank—balancing minimum commitments with available cash to protect day-to-day operations. We helped Louisa get back on top of her ATO lodgements, working closely with her to prioritise submissions and communicate proactively with the tax office to reduce the risk of penalties and director liability.
Once the bleeding was under control, we focused on rebuilding.
We overhauled the firm’s billing and payment process to ensure work was billed promptly, payments were collected without delay, and new clients were onboarded with clear financial boundaries. We also advised on short-term restructuring options that eased pressure without compromising the business’s long-term goals—allowing Louisa to make decisions from a place of strategy, not panic.
With a plan in place, the chaos finally started to settle.
AFTER
Within weeks, the firm’s ATO compliance was back on track. The risk of a director penalty notice was eliminated, and debt repayments were under control. Cashflow stabilised enough to give Louisa a 6-week buffer, and the firm resumed paying down liabilities without threatening operations. Billing turnaround improved by over 40%, and collection timelines shortened significantly—bringing much-needed oxygen back into the business.
But the real transformation was in the mindset.
The panic lifted. Louisa no longer felt like the whole business was on the verge of collapse. With clearer numbers, structured decision-making, and a team that finally had room to breathe, the focus shifted from barely surviving to rebuilding—and then growing again.
She’s no longer running on fear. She’s leading with clarity, with confidence, and with her eyes firmly on the future. The practice she built isn’t just safe—it’s now set up to thrive.
Louisa
Director & Founder
My business was in a bad place and I didn’t know who to turn to for help. I was referred to Alex and between her and her team, my business is now what I always wanted it to be. Thankyou!
Henry & Olivia
Directors
We didn’t know who to turn to when we first took over the business. We found Alex and her team and they were so understanding, we haven’t looked back. Thankyou so much!
Henry & Olivia Directors
BEFORE
Henry and Olivia had spent years managing a clothing retail store before finally getting the opportunity to take it over themselves. It was an exciting step—but also a daunting one. They’d seen firsthand how the previous owner had mismanaged the business, and they were determined not to repeat those mistakes.
But from day one, the pressure was real.
With limited start-up capital and a retail model that demanded constant stock turnover, high rent, and weekend staffing, they were trying to juggle everything with very little room for error. Every dollar had to stretch. Expenses were relentless—supplier invoices, rent, wages, super, insurance—and all the while, ATO lodgements were stacking up in the background.
Their margins were tight. Salaries were due every week. And there wasn’t a buffer in sight.
Every unexpected expense sent them into a tailspin, and the stress of managing the cashflow on top of running a shop seven days a week was starting to show. They couldn’t afford to hire help, couldn’t afford to get sick, and certainly couldn’t afford to get the numbers wrong.
They were stuck in a loop of confusion, anxiety, and constant vigilance—afraid to make a wrong move, knowing there was no safety net. Even though they were pouring everything into the business, they couldn’t take a wage with confidence, and there was no space to plan for growth.
WHAT CHANGED
We stepped in to take the pressure off.
First, we sat down with Henry and Olivia to get a clear picture of the business’s financial rhythm. We created a cashflow plan tailored to the demands of retail—accounting for seasonality, stock purchasing cycles, and fixed overheads like rent and wages.
We introduced simple but powerful forecasting tools, so they could see what was coming weeks ahead—not days. Salaries, BAS, and super payments were all mapped out in advance, reducing the risk of last-minute scrambles. Together, we built a working budget that included a proper allowance for their own drawings—so they weren’t always the last to get paid.
We also helped them streamline their payment processes to tighten cash collection and reduce the lag between sales and usable cash. And once the financials became manageable, we advised on how to bring in part-time help without blowing the budget—giving them a critical release valve from the seven-day grind.
AFTER
With the right systems in place, Henry and Olivia now have full 12-month cashflow visibility, mapped and reviewed regularly so they’re never caught off guard. They’ve built a two-month cash reserve, giving them breathing room if sales dip or unexpected costs arise. Salaries are paid on time, including their own—both now receiving consistent drawings for the first time since taking over the business.
ATO lodgements are always up to date, and obligations are covered without panic. Their billing and collection cycle is tighter, and supplier payments are made with confidence, not crossed fingers.
They’ve also been able to reduce their in-store hours by over 20%, thanks to smart hiring and better cash planning—reclaiming valuable time to focus on the business, not just run the floor.
But the biggest shift? That’s been emotional.
The constant tension that once followed them home—the worry about unpaid bills, tax deadlines, and whether they could keep going another month—has lifted. They’re sleeping better. They’re thinking clearer. And they finally feel like the business is working for them, not the other way around.
There’s a new sense of calm, clarity, and quiet confidence. Henry and Olivia have gone from operating on adrenaline to building something with intention. They’re no longer just surviving retail—they’re mastering it.
James CEO & Founder
BEFORE
James had once been a client of Alex’s more than a decade ago, and he’d never forgotten her calm, honest, and reassuring approach. But when he bought into a new business, his business partner insisted they use the incumbent accountant. Against his better judgement, he agreed.
It was a decision he’d come to regret.
The business eventually collapsed, leaving James facing significant ATO debts, a looming Director Penalty Notice, and the overwhelming task of starting over. The financial damage was real—but the emotional toll was heavier. The shame of what had happened, the pressure of ongoing debt, and the fear of repeating past mistakes left him feeling paralysed.
He was trying to launch a new company, but the weight of the previous failure hung over everything. Cashflow had always been a problem, especially in a project-based environment where income came in irregular bursts and large expenses hit without warning. He knew that if he didn’t get it right this time, it could all fall apart again.
He needed more than an accountant. He needed someone who understood the full picture—and could help him rebuild from the ground up.
WHAT CHANGED
The first thing we did was meet James where he was—no judgement, just clarity.
We started by tackling the immediate financial risk. We worked with the ATO to set up structured payment plans, negotiated leniency where possible, and helped James avoid further escalation of the Director Penalty Notice. With the immediate fire contained, we turned our attention to rebuilding.
We designed a cashflow system that worked with the unpredictable nature of project-based income. This gave James clear oversight of his obligations—across tax, wages, and supplier payments—so he could plan ahead, not just react.
We also reviewed his private debt and worked with him on a strategy to reduce it steadily while maintaining enough working capital in the business to keep operations smooth. Tax lodgements were brought up to date quickly and systematically, removing the lingering threat of further legal complications.
Every piece of the puzzle was designed to do one thing: give James control again—and help him rebuild with confidence.
AFTER
James now has a business built on a solid financial foundation. His ATO debts are under control and on track to be fully cleared within the next 18 months. Tax lodgements are up to date, payment obligations are planned months in advance, and for the first time, cashflow is no longer a mystery—it’s mapped, tracked, and understood.
He’s built a six-week cash buffer, giving him much-needed breathing space when project delays hit or expenses spike—and he’s now working toward a six-month reserve, so he never has to operate on the edge again. He knows what’s coming, what needs to be paid, and when he can afford to invest or hold back.
But the real win isn’t just in the numbers.
The fog of stress and shame that once hung over him has finally lifted. He’s no longer carrying the emotional weight of the past into every business decision. Instead, there’s a quiet confidence in the way he operates—no panic, no second-guessing, just calm, measured steps forward.
He’s no longer stuck in survival mode. He’s thinking ahead, setting goals, and making decisions from a place of strength. There’s a sense of lightness now—a belief that the worst is behind him, and the future is something he can actually shape.
He’s not just rebuilding a business—he’s reclaiming his peace of mind.
James
Director
I just wish we hadn’t left. The amount of practical knowledge and guidance since seeing Alex again has been phenomenal. Perhaps if we had stayed our business would not have failed.
The numbers don’t lie—but they don’t have to feel overwhelming.
If you’ve seen yourself in any of these stories, we’re here to help write the next chapter.