PTP

Finding focus for your business

Stef Mullin — Thu, 30 Jul 2026 00:10:01 +0000

You know the feeling. You sit down to make a big decision and somehow 20 or so other things get in the way. The phone rings. HR knocks on the door. And that familiar ‘ping’ from your email keeps dragging your attention away from what you need to be doing.

The frustrating thing is that we all know that focus for your business, is essential for a business to succeed. But we are also very aware of how easy it is for us business owners to find ourselves distracted by all of the other ‘things’.

Making decisions with focus helps us to pinpoint what really matters and ultimately make better choices, but sometimes it’s easier said than done.

Before making a major move, take some time out and ask yourself: What am I really trying to achieve here? The clearer the goal, the easier it becomes to evaluate your options.

Hitting That Sweet Spot

Your business has its own strengths and challenges; they all do. Finding your focus ‘sweet spot’ will help you to clearly identify where you are, where you want to go and how you’re going to get there.

Minimise your distractions (that’s right, turn your phone to DND, and turn off that email!), have clear goals and know what they are (write them down and have them in front of you if you need), and concentrate on what really matters as a starting point.

The evidence backs this up. Research from Curtin University found that a formal business plan was significantly associated with higher gross revenues and growth in sales. And it’s not just about the big-picture plan: aligning resources with strategic goals also helps businesses improve productivity, reduce waste and achieve long-term growth.

Here are our top tips for making strong decisions with clear focus.

Reliable Financial and Operational Information

Some people use their ‘gut feeling’ to make decisions, but this isn’t a great approach when it comes to business. What’s more important is finding solid evidence to back your hunch.

So do your research and investigate all relevant information that you have available to you (making sure it’s from reliable sources) to fully inform your choice.

This might look like requesting multiple quotes for a piece of equipment you want to purchase after researching the best options on the market, or ensuring that a payroll system you’re considering actually works as promised.

Take that payroll example a step further. Rather than relying on a curated sales demo to convince you this is the best option, do your due diligence and speak with another organisation of similar size or structure to yours that’s already using the system. Ask them about the practical realities. How easy was it to migrate their data across, do the reporting features hold up when things get complicated, and how responsive is the provider’s support team when something goes wrong. This first-hand information will be invaluable when making a strategic business decision.

Which Option Best Supports Your Business Objectives?

Let’s say you want your business to grow in the long-term but you’re not sure if it can afford more staff.

Analysing your financial situation in detail will help you decide if your business income will grow enough to sustain any additional staff members, and whether other factors might get in the way.

You can also estimate how much new staff are likely to boost productivity and compare this to the likely trajectory if staff levels don’t change and if the benefits outweigh the costs, then go for it!

Don’t Rush

More often than not, things feel incredibly urgent, and the pressure is on for you to make a call. All we can suggest is, never rush a critical business decision. Time, perspective and good research will always help you to evaluate the pros and cons objectively.

No matter how urgent it seems, it’s essential that you have all the information in front of you, before you can make a well-informed decision.

Even if time is tight, it pays to do your homework – just do it quickly!

Seek an Objective Expert Opinion

Counsel from a trusted advisor, mentor or accountant can also be a major help and provide reassurance that your decision is right for your business (or warn you that it isn’t).

Getting a fresh pair of expert eyes is a great way to identify potential blind spots that you haven’t noticed. Because regardless of how much experience you have in your business, a third party may add a new and useful perspective.

No decision-making procedure is perfect, but a clear process that ensures all bases are covered first can reduce uncertainty and improve outcomes.

The Australian Government also offers advice on setting goals for your business here.

Case Study – Should a Retailer Upgrade Their Premises?

As an example of an informed business decision, Jen, the owner of a growing women’s clothing business, Swish Fashion, is considering larger premises.

To gain clarity, she should review sales trends, customer numbers, rent costs, cash flow forecasts and future growth plans.

Jen should also consider whether the current store location is limiting stock range or customer experience.

After discussing numbers with her accountant and weighing the risks and benefits, she can make an informed choice – and hopefully prosper!

If you’re facing these kinds of challenges and struggling to find focus for your business, we’re here to help.

The post Finding focus for your business appeared first on PTP.

Reducing Overheads to Boost Your Business

Stef Mullin — Wed, 29 Jul 2026 21:06:34 +0000

We all want our businesses to thrive, and reducing overheads can play a crucial role in achieving this, but it’s important to recognise that cutting costs shouldn’t be considered the be-all and end-all of business management.

While reducing overheads is important, particularly as labour, energy and compliance costs all continue to rise, it’s rarely a complete solution to profitability challenges on its own.

Sustainable growth is usually achieved through a combination of things, such as increasing revenue, improving productivity, enhancing customer retention and refining pricing strategies. Meaning reducing overheads is just one lever among several (albeit a useful one).

Why Managing Overheads Is Important

We know that small and medium sized businesses are facing rising costs because we see it and many of us are living it, every day. And the research backs this up too.

A Commbank commissioned survey found 89 per cent of SMEs experienced an increase in business costs in the year to mid-2025, mainly around utility bills, marketing, staff and accounting.

On average, business costs rose by 10 per cent, but 40 per cent of SMEs who experienced a rise reported increases of more than 10 per cent, which shows just how uneven that pressure can be.

If a business can’t manage rising overheads, it’s probably going to face some serious challenges sooner rather than later, and may not last long. The key is to balance cutting costs while making sure your business does not compromise on quality and continues to comply with the Fair Work Act, work health and safety legislation, tax requirements, privacy laws and industry-specific regulations.

Reducing Overheads – What You Can do Now

Depending on the type and size of your business, there’s a range of practical and fairly easy to implement ways you can reduce overheads while maintaining compliance and service quality.

Undergo Regular Reviews of Supplier Contracts

Regularly reviewing supplier contracts and renegotiating rates for telecommunications, insurance, fuel, professional services and consumables can help and consolidating suppliers, where possible, can unlock volume discounts too.

Streamline With Digital Systems

If you haven’t adopted them already, digital systems can reduce administration time and paperwork with cloud-based accounting, scheduling, inventory and customer relationship management platforms all worth considering.

Upgrade Infrastructure for Efficiency

To improve your business’s energy efficiency, try upgrading lighting, heating, cooling and equipment, and see if any state and federal rebates are available to help offset the cost.

Get More From Rostering

You can also optimise staff productivity with better rostering, cross-training and flexible work arrangements, as long as they comply with your various employment obligations.

Reducing Overheads by Make Your Space Work Harder

Owners with a business base should ask themselves whether their existing office, warehouse or retail space is still fit for purpose, and if not, whether hybrid work arrangements, subleasing unused space or moving to lower-cost premises could be a more cost effective solution.

Generally, the most resilient businesses balance prudent cost management with investments that strengthen customer value, operational efficiency, staff retention and long-term growth.

Overcoming the Tech Challenge

Improving tech systems is a business must, but it can come with an expensive price tag. Unsurprisingly, a recent study conducted in 2024 found IT costs were the biggest challenge faced by tech leaders in Australian medium-sized enterprises.

The Digital Intensity in Australia Study, conducted by research house for ManageEngine 24×7, found that many were businesses still in the early stages of transforming to fully digital systems.

So, it’s important to ensure any new digital systems will be cost-effective in the long-term for your business, which means doing your research and seeking professional help if you need it.

Case study: Trimming a Plumbing Business’s Costs

Let’s look at this hypothetical example. A Victorian plumbing business owner with 10 employees, operating out of a shopfront in Numurkah, could reduce their overheads without affecting service quality.

If they didn’t already have it, they could introduce cloud-based job management software to streamline admin, scheduling, invoicing and stock control.

Fuel and maintenance costs could be minimised by reviewing vehicle routes with GPS tracking, while the owner may also want to renegotiate insurance, telecommunications and supplier agreements annually and buy commonly used materials in bulk.

If the shopfront office isn’t generating much revenue, the owner could consider downsizing the customer-facing area or subleasing unused space, which would potentially reduce occupancy costs while retaining a strong local presence.

Energy-efficient lighting and solar panels can also reduce utility bills.

Achieving the Right Balance When Reducing Overheads

The bottom line for any business is that you can reduce your overheads if you know where to look, so long as cost-cutting doesn’t impact your company’s presence, operations, strength or reputation.

If you’d like help in achieving the right balance, our experienced consultants can assist, so feel free to contact us at any time.

Have five minutes spare? Why not take our monthly financial health check.

This information is general in nature and does not constitute legal, financial or taxation advice. Businesses should seek professional advice tailored to their circumstances before implementing cost-reduction measures.

The post Reducing Overheads to Boost Your Business appeared first on PTP.

The PTP Budget Breakdown

Stef Mullin — Wed, 17 Jun 2026 02:47:15 +0000

What the Big Three Budget Changes Mean for Your Business

Tax Update | 2026 - 27 Federal Budget

The full story on negative gearing, capital gains tax, and discretionary trusts written in plain language.

When we held our Budget webinar in May, a lot of things were still up in the air. The ink was barely dry and many of the technical details were unknown. Since then, the Government has introduced legislation into Parliament and many things are a lot clearer.

The 2026–27 Federal Budget contains what we consider the three most significant changes to the Australian tax system in decades. Any single one of these, changes to negative gearing, capital gains tax, or the taxation of discretionary trusts, would have been big news on its own.

All three at once is incredibly significant and so our goal is to cut through the noise and help you understand what it means in practical terms for you and your business.

The key message: don’t panic, don’t rush into anything, and please reach out before making any structural decisions.

CHANGE 01 Negative Gearing on Residential Investment Properties

This is perhaps the biggest property tax shift Australia has seen in years. If you already own residential investment properties, keep reading. The initial headlines may have worried you unnecessarily.

What negative gearing actually is

When a rental property costs you more to hold than it earns in rent, you’ve historically been able to offset that loss against your other income (such as wages or business profits) to reduce your tax bill each year. That’s negative gearing.

What’s actually changing

From 1 July 2027, negative gearing on established (existing) residential properties will only be available to investors who already held those properties before Budget night (7:30pm AEST, 12 May 2026). New buyers of existing properties purchased after that date will no longer be able to use rental losses to offset non-rental income.

Instead, those losses will be quarantined, meaning they won’t disappear, but can only be used to offset rental income from other investment properties, or future capital gains when you sell. New builds remain fully exempt, and investors in new residential properties can still negatively gear with no restrictions.

The three groups of investment properties:

Properties held at 7:30pm, 12 May 2026	Nothing changes. Fully grandfathered. You can continue to negatively gear for as long as you hold them. Applies to any contract signed before Budget night, even if settlement hasn’t yet occurred. The contract date is what counts.
Established properties purchased: 13 May 2026 – 30 June 2027	You can still negatively gear during this transitional period. However, from 1 July 2027, losses on these properties will be quarantined and can no longer offset your salary or business income.
Established properties purchased: from 1 July 2027 onwards	The new rules apply fully from day one. Losses are quarantined immediately and are usable only against other rental income or capital gains from rental properties.

What’s not affected

These changes apply only to established residential properties. The following continue under existing rules:

New builds that genuinely add to housing supply, including eligible house and land packages
Commercial property
Shares
Superannuation funds
Widely held trusts
Build-to-rent developments
Private investors in Government housing programs

Practical example

UNDER CURRENT RULES

John earns $150,000 and owns an investment property running at a $20,000 annual loss.

Taxable income: $150,000 – $20,000 = $130,000

Tax payable: ~$29,252. John receives an immediate annual tax benefit.

UNDER PROPOSED RULES (FROM 1 JULY 2027)

The $20,000 loss can no longer be deducted against wages.

Taxable income: $150,000. Tax payable: ~$36,302.

The loss is carried forward. The deduction isn’t lost, but the immediate tax benefit is.

The bottom line: An extra $7,050 per year in cash flow cost. The deduction isn’t gone. It has been deferred. But that timing difference is important.

The contract date is what matters

Government guidance confirms the relevant date includes properties held at announcement, including where a contract had been entered into but settlement had not yet occurred. If your contract was signed before 7:30pm on 12 May 2026, you’re covered (even if you haven’t yet settled).

CHANGE 02 Capital Gains Tax (CGT)

This is the change our clients have asked about most. The Government is replacing the 50% CGT discount (which has been in place since 1999) with a different system.

The current rules

If you’ve owned a CGT asset for more than 12 months and sell it, you currently pay tax on only 50% of the gain. The other half is tax-free. Assets purchased before 20 September 1985 (pre-CGT assets) have been completely exempt from capital gains tax.

What’s changing from 1 July 2027

The 50% discount is being replaced by cost base indexation. This means you adjust the original cost of your asset for inflation and only pay tax on the gain above and beyond that. The ATO will provide tools to assist.

A minimum 30% tax rate will also apply to capital gains made after 1 July 2027. Even if your marginal tax rate is lower, you’ll pay at least 30% on your taxable capital gain.

The key protection

The CGT reforms are prospective. Any gain that accrued before 1 July 2027 is still calculated under the 50% discount. Assets are treated as sold and reacquired at their 1 July 2027 market value, meaning you only pay under the new rules on growth that occurs after that date.

What about pre-CGT assets (purchased before 20 September 1985)?

The full exemption for pre-CGT assets ends on 1 July 2027. Any growth up to that date remains tax-free. But any further growth after that date will be subject to the new CGT rules when you sell.

Important for succession planning

Many families have long assumed pre-CGT properties and business assets would transfer free of capital gains tax. That assumption needs to be revisited. Every year you delay a transfer after 1 July 2027, additional taxable gain accumulates. You need to start having those conversations now.

Who does this apply to?

These changes apply to all CGT assets held by individuals, trusts and partnerships for more than 12 months:

Investment properties
Listed shares (e.g. BHP, CBA)
Unlisted shares and units
Business sales and business assets
Pre-CGT assets (on gains from 1 July 2027)

Does not apply to: superannuation funds (retains existing 1/3 discount) or the family home (main residence exemption unchanged).

New builds

Investors in new residential properties will have a choice when they sell: the old 50% discount method or the new indexation method, whichever delivers the better outcome. This flexibility is designed to keep new builds attractive to investors.

Small business CGT concessions

The four existing small business CGT concessions, including the 15-year rule, retirement exemption, and active asset concessions, will remain in place. The Treasurer has confirmed these are unchanged, and the Government is separately consulting on early-stage and start-up businesses.

Case study: how the numbers work

To understand how the new rules work, let’s look at a simple example. Sarah bought an investment property in 2000 for $500,000. On 1 July 2027, it has a market value of $900,000. She sells it in 2037 for $1.5 million. The example below shows how the gain is split between the period before and after 1 July 2027 under the proposed rules.

Period	How it’s calculated	Taxable gain
2000 – 30 June 2027	$900k – $500k = $400k gain. 50% discount applies → $200,000 taxable	$200,000
1 July 2027 – Sept 2037	$900k cost base indexed by ~25% CPI = $1,125,000. $1,500k – $1,125k = $375,000 taxable	$375,000
Total (proposed rules)	Combined taxable gain	$575,000
For comparison (current rules)	50% discount applied to full $1,000,000 gain	$500,000

The difference: An extra $75,000 in taxable gain, taxed at a minimum of 30%. That’s at least $22,500 more in tax on this example. Actual outcomes vary based on CPI rates, asset growth, and individual circumstances.

Valuations

Because 1 July 2027 acts as a cost base reset point, getting a market valuation of significant assets around that date will be important, particularly for investment properties, private company shares, and businesses. The ATO has confirmed it will provide tools and methodologies. Acting early is wise given the volume of assets across Australia that will require valuation.

CHANGE 03 Discretionary Trusts (Family Trusts)

This is a really significant change for anyone who runs their business or holds investments through a family trust structure. The good news is that you have time on your side, and there’s a clear path to work through your options.

How discretionary trusts work today

A discretionary (or family) trust gives the trustee flexibility to decide how to distribute income each year by sharing it among a spouse, adult children, or a corporate bucket company, in a way that takes advantage of lower tax rates. The end result is often a significantly lower overall tax bill for the family group.

What’s changing from 1 July 2028

The Government will introduce a 30% minimum tax on the taxable income of discretionary trusts, applied at the trustee level. This is a fundamental shift from the current treatment, where tax is paid by beneficiaries at their individual rates.

Non-corporate beneficiaries will receive a non-refundable credit for the tax the trustee has paid on their share. If their personal rate is above 30%, they’ll pay top-up tax. If it’s below 30%, the excess credit is lost (not refunded). Corporate beneficiaries (bucket companies) will not receive any credit, which significantly changes the economics of that structure.

Case study: income splitting — before and after

CURRENT RULES

Trust earns $300,000. Distributed to mum, dad and two adult children at their individual tax rates.

Total family tax: approximately $58,000

PROPOSED RULES (FROM 1 JULY 2028)

Trustee pays 30% minimum tax at the trust level before distribution.

Minimum tax: approximately $90,000

The difference: An additional $32,000 per year, at a minimum. For structures using bucket companies, the impact could be significantly greater.

What’s not affected

The following are excluded from the 30% minimum tax under the current proposal:

Fixed trusts, including most unit trusts
Widely held trusts
Superannuation funds
Deceased estates
Charitable trusts
Special disability trusts
Primary production income of farms
Certain income relating to vulnerable minors
Amounts subject to non-resident withholding tax
Income from assets of testamentary trusts existing at announcement

Note on testamentary trusts

Testamentary trusts in existence at Budget night (12 May 2026) are carved out of the 30% tax. However, testamentary trusts established after Budget night, and new assets contributed to existing testamentary trusts after that date, are not protected.

The three-year rollover relief window

Rollover relief is available for three years from 1 July 2027 (until 30 June 2030). You can transfer assets out of a discretionary trust into a company, fixed trust, or other structure without triggering capital gains tax or income tax consequences. The Australian Small Business and Family Enterprise Ombudsman will also be available from 1 January 2027 to assist.

This gives you until the end of the 2029–30 financial year to complete any restructure, a pretty decent amount of time to make considered decisions.

On bucket companies

The decision to deny a tax credit to corporate beneficiaries is deliberate. Income distributed into a bucket company may now be effectively taxed twice; once at the trust level (30%) and again at the company level (25–30%). This substantially reduces the appeal of the bucket company model as currently structured. We’re watching the final legislation closely on this point.

Key Dates at a Glance

DATE	WHAT HAPPENS
12 May 2026 (7:30pm)	Budget night. Properties held, contracts signed, and trust structures in existence at this point are grandfathered or exempt under transitional arrangements.
1 July 2027	New negative gearing rules take full effect. CGT discount replaced by indexation with 30% minimum tax on new gains. Rollover relief window opens for trust restructures.
1 July 2028	30% minimum tax on discretionary trusts commences.
30 June 2030	Rollover relief window closes. Last date to restructure out of a discretionary trust without CGT or income tax consequences.

What Should You Do Right Now?

These changes are not yet law. The Treasury Laws Amendment (Tax Reform No. 1) Bill 2026 has been introduced to Parliament but may still change as it progresses. We’ll keep monitoring and update you.

Don’t panic and don’t rush. These timelines are generous for a reason. The Government has deliberately given people time to adjust. Decisions made under pressure are rarely the best ones.

If you hold a family trust, now is the time to start a conversation with us about whether your structure remains fit for purpose from 1 July 2028. We have the three-year rollover window to act once the legislation is settled.

If you own investment properties, understand which category you’re in. If you held at Budget night, you’re fully protected. If you’re planning a new purchase, factor the new rules into your cash flow modelling before you commit.

If you’re thinking about selling a business or significant assets, the 1 July 2027 valuation reset is important. Getting a defensible market valuation in place before that date will matter. It would be a wise move to act ahead of the rush.

Seek advice before acting. This applies especially to anyone considering selling, transferring or restructuring assets. It’s far easier to plan a move before you’ve made it. Reach out. We’re ready to help.

IMPORTANT NOTICE

Please note: The measures in this article are Budget announcements and are not yet law. The Treasury Laws Amendment (Tax Reform No. 1) Bill 2026 has been introduced to Parliament but is yet to pass. Details may still change. Nothing here constitutes personal advice, please always speak with your adviser before taking any action.

General Advice Warning

This article contains general information only and does not take into account your personal objectives, financial situation or needs. The Federal Budget measures discussed are proposals only and are not yet law. The Treasury Laws Amendment (Tax Reform No. 1) Bill 2026 has been introduced to Parliament but may change materially during the legislative process. Before making any financial, tax or investment decisions, please seek personalised professional advice from a qualified adviser.

The post The PTP Budget Breakdown appeared first on PTP.

Should You Hire Vs Buy?

Stef Mullin — Thu, 04 Jun 2026 02:04:20 +0000

Should you hire or buy business equipment?

It’s a question every business owner faces sooner or later: should you hire, lease, or buy?

Your decision to hire/lease or buy equipment can affect cash flow, operations, tax outcomes and flexibility. Buying assets can build equity and unlock ATO depreciation deductions, while hiring or leasing preserves cash flow, offers flexibility, and makes upgrading easier.

That said, hiring can cost more over the long run, so the right choice when it comes to hire vs buy, really comes down to your circumstances.

What to consider

Every business has its own unique strengths and challenges, so there’s no one-size-fits-all answer. Your decision to hire vs buy should reflect your current financial position, how urgently you need the asset, and whether ownership aligns with your longer-term business goals.

If purchasing equipment would put your business’s finances under immediate pressure, hiring may be the smarter short-term move. You can always revisit buying later if the asset proves its value.

Understanding the tax implications for hire vs buy

Tax treatment is one of the key considerations between buying and leasing, so it’s worth understanding how each option works before you decide.

Instant asset write-off allows eligible businesses with an aggregated annual turnover under $10 million to claim the full tax deduction for assets costing up to $20,000 in the first year of purchase.

Spreading depreciation is the alternative approach, where eligible businesses claim deductions incrementally as the asset declines in value over its useful life.

When hiring or leasing, payments are generally treated as fully deductible business expenses, but you won’t be able to claim depreciation, since you don’t own the asset. GST is also handled differently depending on whether you buy or lease, which can affect your cash flow and BAS reporting.

Case study: hire or buy a business vehicle?

To put this into perspective, the table below compares buying versus hiring an $80,000 business vehicle. Buying outright would immediately reduce working capital by $80,000, while leasing could spread costs over 3–5 years, helping preserve cash for other purposes.

While this is a useful guide, the right answer for your business will depend on your structure, GST registration status, financing arrangements and how the vehicle is used. We’d always recommend getting advice tailored to your situation.

Factor	$80,000 vehicle: Buy outright	$80,000 vehicle: Hire/Lease
Upfront Cost	Large outlay of $80,000 plus on-road costs.	Lower upfront cost: establishment fee, deposit or initial rental payment.
Cash Flow	Significant immediate reduction.	Working capital preserved as regular payments are spread over time.
Ownership	Owned by the business.	Finance company or lessor generally retains ownership.
Tax Benefits	Depreciation deductions may be available over time, subject to ATO rules and limits.	Lease or hire payments are generally deductible if the vehicle is used for business.
GST Treatment	Eligible businesses may claim GST credits on the purchase price (subject to GST and vehicle limits).	GST is usually included in lease payments and can usually be claimed progressively.
Maintenance	Business pays for servicing, repairs, registration, insurance and other running costs.	Depends on the agreement; some leases include maintenance while others don’t.
Upgrading	Must sell or trade in when upgrading.	Can be easier to upgrade at the end of a lease.
Asset Status	Vehicle appears as a business asset on the balance sheet.	Depending on the fine print, the vehicle may not be owned by the business.
Depreciation	Can claim depreciation deductions (subject to ATO rules).	The lessor usually claims depreciation; the business claims lease expenses.
Financial Risk	Business bears resale value risk and potential market value decline.	Some residual value risk is possible, but ownership risks are often reduced.
Best Use Case	Businesses with strong cash reserves seeking long-term ownership and asset control.	Businesses seeking predictable cash flow, lower upfront costs and regular upgrades.

Not sure which way to go? Ask yourself these five questions

Before making a ‘hire vs buy’ decision, it’s important to do your homework, starting with a quick stocktake of your business situation. Work through these questions honestly and your answers will point you in the right direction.

Is your cash flow strong enough to purchase outright without affecting day-to-day operations? (If not, buying could put the business at financial risk)
What is the total cost of buying versus hiring over the asset’s useful life? (The long-term cost comparison is often the most telling factor)
Are the available tax benefits such as depreciation deductions or the instant asset write-off, meaningful for your business this financial year?
How quickly might the asset become outdated or need replacing? (If it’s unlikely to last long, the case for buying weakens, regardless of the price)
How frequently will the asset be used? (High-use equipment is more likely to justify ownership; occasional-use items rarely do)

What your answers reveal

There are no right or wrong answers here. What matters is that your responses honestly reflect where your business is right now.

If you answered ‘yes’ to questions 1, 3 and 5, and have the resources to support a purchase, buying is likely the stronger option for your business.

Several ‘no’ answers, combined with limited resources, generally points toward hiring being the better fit, at least for now.

Keep in mind that your answer may also differ across different assets. You might be in a strong position to buy one piece of equipment while hiring makes more sense for another. And if you’re buying, don’t forget to factor in ongoing maintenance costs.

It all comes down to which option will enable you to minimise the impact on your business today while maximising the long-term financial outcome.

Monthly Financial Health Check

Stef Mullin — Thu, 21 May 2026 04:05:59 +0000

This Monthly Financial Health Check is a quick, interactive tool that will give you a simple, yet meaningful snapshot of how your business is doing at the moment, beyond just the bank balance.

Use this regularly and keep on top of key financial indicators including cash flow, profitability, debt, pricing, tax obligations and business confidence. It will also help you identify issues early so you can make better, more informed decisions and stay focused on your long-term goals.

Remember, the aim is not perfection. Rather it is about creating a consistent habit of reflection and accountability. Helping you better understand what is working, what is not, what may need more attention, and if there are any improvement or growth opportunities that you are yet to take advantage of.

Monthly Financial Health Check

Completing check-in for:

0 of 6 questions completed

Question 1 — Revenue

How did revenue move this month?

Use your actual figures — not estimates. The shift between months is where the insight lives.

Last month

This month

What's behind this movement?

Question 2 — Cash position

What's sitting in the bank right now?

Compare today's actual balance to the same time last month. Remember, revenue and cash are different things and this question proves it.

Last month

This month

If cash dropped, do you know why?

Question 3 — Overhead surprise

What expense caught you off guard?

Not necessarily the biggest, but maybe the one you didn't see coming, or had forgotten about. No surprise is also a great answer.

Question 4 — The win

Name one number you're proud of.

Revenue, margin, a debt cleared, a new client, paying yourself on time. Small wins count and this question exists so you don't skip them.

Question 5 — The stuck decision

What have you been avoiding?

The financial decision sitting in the back of your mind. Writing it down is the first step to actually doing something about it.

Question 6 — Confidence score

How in control do you feel?

Gut check only. 1 = flying completely blind. 10 = across every number in the business.

Flying blindCompletely across it

May 2026 — your snapshot

Revenue movement

—

Cash movement

—

Confidence score

—

Revenue note

Cash note

Surprise expense

The win

Stuck decision

This month's focus

The numbers don’t lie, but sometimes they stay quiet until you ask. If anything here has raised any red flags, feel free to reach out! We’re here to help.

The post Monthly Financial Health Check appeared first on PTP.

Never Worry About Tax Again

Stef Mullin — Wed, 15 Apr 2026 21:17:43 +0000

Do you worry about a big tax bill sneaking up and catching you off guard?

If so, it doesn’t need to be like this because if you actively monitor how your business performs and plan for tax, you’re halfway there. Here are some things to keep in mind.

Understand the Business Climate

Always be aware of the current business climate and how that is likely to impact your operations.

An uncertain economy and increasing costs and/or interest rates may affect your margins and cash flow.

Say NO to a Zero-Tax Mindset

Too many business owners have a zero-tax mindset.

This won’t work because if your business is profitable, tax is inevitable.

Putting your energy into tax planning, puts you in control and empowers you to build enough profit so that tax isn’t a problem.

Avoid the June Trap

Some businesses fall into the trap of spending big in June to reduce their tax bill.

However buying unnecessary equipment, delaying invoicing or rushing to pay debt down to save tax purely for tax purposes could hurt your cash flow and create longer term problems.

At PTP, we use this term a lot: kicking the can down the road. In other words, delaying the inevitable, rather than managing it

It’s not about trying to pay no tax, but more about planning for it and understanding what it looks like.

Tax Planning is Key

Tax is based on profit, not cash in the bank, and it can be paid long after it’s incurred.

So, it’s important to keep on top of your income versus expenses such as loan repayments, drawings and money owed.

In our experience, good businesses pay tax. Great businesses plan for it- they know in advance their tax position and how much tax they are probably going to pay and have that money put aside with a plan to help reduce that number.

The Bucket System

Having a separate bank account with a ‘bucket’ of cash to cover GST, PAYG, superannuation and income tax will help.

Businesses that don’t do this may end up feeling like a hamster on a wheel, constantly reacting to tax obligations and continually paying tax (or being unable to pay it) rather than managing it proactively.

Good Planning is Great Business

Tax planning can smooth out the highs and lows, achieve the best possible average tax rate and maximise wealth.

We use a three-year lens – reviewing the impact of last year, assessing how this year’s strategies are working and looking at whether you need to adjust planning for next year.

Ultimately, it’s about staying in front of it and knowing what’s coming.

Top Tips for Tax Planning

Here are our top five tips for tax planning:

Set up a dedicated tax bank account – Set aside cash weekly/monthly for future bills.
Review your financials regularly – Know where you are at each month and ensure it lines up with your tax savings (and top up if required!).
Prioritise profit – Maximise your profit and then manage and minimise the tax that comes with that.
Stop June ‘panic spending’ – Please don’t spend $1 to save 30 cents.
Stay ahead of what is coming -Know what your tax looks like 12 months from now.

If you haven’t already, the best time to start planning for your next tax bill is now.

Watch our ‘Never worry about tax again’ webinar here: https://www.youtube.com/live/6KtwgmSWSwc

If you would like to discuss how to maximise your business’ tax position, feel free to contact us.

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Your Financial “Noise Filter”

Admin — Tue, 17 Mar 2026 00:09:16 +0000

Many business owners open their financial reports and feel overwhelmed by the pages of numbers, rows of accounts and the multitude of reports that seem detailed but don’t clearly answer the most important question:

Is the business actually performing well?

The problem usually isn’t the reports themselves but more so knowing what to focus on (and what to ignore).

Without a simple filter, financial reports can quickly turn into white noise.

Focus on the Signals That Matter

Instead of analysing every line of a multi-page profit and loss statement, start by focusing on a few key signals that reveal the health of the business.

Sales Trend

Are sales growing, flat, or declining?

Tracking the direction of revenue over time gives a clear signal about market demand and business momentum.

Gross Margin Trend

Is the work you’re doing profitable?

Monitoring gross margin helps reveal whether pricing, costs, or project efficiency are changing the profitability of your work.

Wage Ratio

Is labour sustainable relative to revenue?

For many businesses, wages are the largest expense. Watching this ratio helps ensure staffing levels remain aligned with the revenue the business generates.

Net Operating Cash Movement

Is the business generating cash?

Profit on paper doesn’t always translate to cash in the bank. Tracking cash movement highlights whether the business is strengthening its financial position or tightening.

Why This Filter Matters

Financial clarity comes from focusing on the numbers that signal business health.

Once these core indicators are clear, the rest of the financial reports become supporting information rather than noise, making decision making far simpler.

Removing the Noise

You don’t need to review every number to understand your business. But you do need a reporting framework that highlights the signals that matter most.

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The Cash Flow Stress Test: 5 Questions Every Business Should Answer

Admin — Tue, 17 Mar 2026 00:04:01 +0000

Most business owners don’t realise they have a cash flow problem until it becomes urgent.

Revenue might be growing, and sales might be strong, but cash flow pressure can still build quietly in the background. A simple stress test can reveal potential risks before they turn into a problem.

If you run a business, these five questions can provide a quick snapshot of how resilient your cash flow really is.

1. If sales stopped tomorrow, how many weeks could you operate?

This question highlights how much financial buffer your business has. Businesses that rely entirely on incoming revenue week to week are far more exposed to unexpected disruption.

2. How many days does it take customers to pay you — and is that number increasing?

Slow payments are one of the most common causes of cash flow pressure. If debtor days are increasing, it may indicate tightening conditions for your customers or gaps in your collection processes.

3. Are you using withheld tax or super to support cash flow?

Using obligations like PAYG withholding or superannuation to temporarily support cash flow is often a sign that financial pressure is building behind the scenes.

4. Have your supplier terms shortened in the last 6–12 months?

If suppliers are reducing credit terms or requesting earlier payment, it may signal that they perceive higher risk or that your payment patterns have changed.

5.Do you know exactly where last quarter’s profit went?

Many businesses report profit but struggle to see it reflected in their bank balance. Understanding where profit is absorbed (such as stock, debt repayments, or tax obligations) is key to maintaining control.

What Your Answers Reveal

This exercise is about visibility.

If any of these questions are difficult to answer confidently, it may be an indication that your cash flow systems and reporting need some strengthening. Because the earlier you identify potential pressure points, the easier it is to address them before they impact the business.

If you’d like help reviewing your cash flow position, we’re here to help.

The post The Cash Flow Stress Test: 5 Questions Every Business Should Answer appeared first on PTP.

ATO’s Super Clearing House Closing

Admin — Mon, 16 Mar 2026 23:58:23 +0000

A Key Change for Small Business Super

Managing staff superannuation is about to change for many small businesses.

The ATO’s Small Business Superannuation Clearing House will close on 1 July. The free service currently allows eligible businesses to make a single super payment, which the clearing house then distributes to each employee’s super fund.

Once the service closes, businesses will need to make alternative arrangements to manage and pay employee super.

Download Your Records Before Access Ends

Before the closure, there is one important step businesses should take: download your clearing house records.

From 1 July, employers will no longer be able to log in, submit payment instructions, or view their records in the system. That means any historical information stored there will no longer be accessible.

Downloading your records now ensures you have them available for future reference, including audits, employee queries, or record-keeping requirements.

If you manage super payments for clients, it’s also important to ensure they have downloaded their records before access ends.

You can find instructions on how to download your records here.

What Businesses Should Do Next

The closure is part of the Australian Government’s Payday Super reforms, which will require employers to pay super at the same time as wages.

Now is a good time to review your payroll and accounting systems to ensure they can handle super payments going forward. This may include:

Reviewing your existing payroll or accounting software
Exploring super payment options offered by super funds
Investigating commercial clearing houses or payroll providers

Preparing early can help ensure your systems remain compliant and your super payments continue to run smoothly.

Need Help?

If you’re unsure how these changes affect your business or what steps to take next, we’re here to help.

The post ATO’s Super Clearing House Closing appeared first on PTP.

Payday Superannuation Changes Explained

Admin — Thu, 05 Mar 2026 01:24:45 +0000

Are you ready for Payday Super?

From 1 July 2026, Australian businesses must pay employees their superannuation guarantee on payday, at the same time as their salary and wages.

You can start preparing now by reviewing your payroll systems and super processes.

Either way, you’ll need to stay informed and check the ATO website for details about how things are changing.

The main changes relate to:

the deadline for super payments
calculating super guarantee amounts
reporting super payments
late payments and super guarantee charge penalties
the Small Business Superannuation Clearing House
checking employee data and processing payments.

As the ATO explains, Payday Super is changes how you calculate and when you pay your employees’ super guarantee.

A Snapshot of the ATO’s Changes

Deadline for super payments

Now: Super guarantee payments must currently be received by a super fund within 28 days of the end of the quarter. Payments can be made quarterly or more frequently, for example monthly.

What’s changing from 1 July 2026: Super guarantee payments must be paid to an employee’s super fund at the same time as paying qualifying earnings (QE) on payday, and received by the super fund within 7 business days.

Calculating super guarantee amounts

Now: The super guarantee amount is calculated as 12% of ordinary time earnings (OTE).

What’s changing from 1 July 2026: The super guarantee amount is calculated as 12% of qualifying earnings (QE). QE includes OTE, salary sacrifice contributions and other amounts currently included in an employee’s salary or wages for super guarantee purposes.

Reporting super payments

Now: You report either OTE or super liability through Single Touch Payroll (STP).

What’s changing from 1 July 2026: You report both QE and super liability through STP.

There are also changes to:

late payments and the super guarantee charge
checking employee data and processing payments
offering employees a stapled fund
the Small Business Superannuation Clearing House, which will close.

Businesses that prepare now will be better placed for a smooth transition.

Being prepared will help ensure you have the required cash flow, upgrade payroll systems and software, review pay cycles and contracts, strengthen processes and controls, and ensure everyone understands what’s changing.

This will help reduce compliance risk, improve transparency, strengthen employee trust and minimise disruption.

We’re also here to help.

Find out more on the ATO website.

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