Every industry has specific tax, structuring, and compliance needs. Find yours below and see how we structure it so you keep more and grow faster.
Most sparkeys are in the wrong structure. Sole trader made sense when you started. It does not make sense at $300K turnover with a van, tools, and an apprentice.
You started as a sole trader with a ute. Now you have three vans, two employees, and a tax bill that feels wrong. It probably is.
Most café owners know their daily take. Almost none know their real margin by product line. That is the number that decides whether you survive year three.
A coffee shop looks simple. The accounting is not. GST on milk versus beans, staff award rates, and whether to franchise or open a second site — each one has a right answer.
You are building for scale. Your accounting structure should be too — not bolted on after the Series A term sheet arrives.
You started with a mower and a trailer. Now you have a crew, a nursery account, and a tax bill that does not reflect how hard you work. Let us fix that.
Revenue is up. Profit might be up. Might not. The only way to know is to break it out by channel, by product, by market — and most e-commerce businesses never do.
Your practice is worth more than you think — if it is structured right. Most health practitioners leave hundreds of thousands in value on the table because the business side was never properly built.
The profit on a development is made in the structure — not on settlement day. If the entity, the GST election, and the financing are wrong, the margin evaporates before you see it.
You are a sole trader by default. That does not mean it is the right structure. And your IP — the designs, the content, the code — has value that most creatives never account for.
Construction businesses fail because of cash flow, not because of lack of work. The difference between a builder who survives and one who does not is the quality of the numbers behind the tenders.
Retail is a margin business. If you do not know your gross margin by category, your labour cost ratio, and your break-even point — you are managing by feel, not by fact.
A partnership that bills $2M a year and distributes it equally to three partners is leaving money on the table. Structure, super, and tax planning turn a good income into a great financial position.
You are a sole trader with a vehicle or you run a fleet. Either way, the ATO knows exactly how much you earn — because the platforms report it. Your tax position needs to match.
A PT with 30 clients is a sole trader. A PT with 30 clients, two sub-trainers, and a studio lease is a business. The accounting should reflect which one you are.