These are the strategic gaps we close — the ones that cost real money when they are ignored.
Builders carry personal liability for defects and warranties. A properly structured company or trust limits that exposure — but only if it is set up before the claim, not after.
Progress claims, retention, and payment cycles mean construction cash flow is inherently lumpy. We build models that forecast the gaps so you can arrange finance before you need it.
Certain licence categories require minimum net tangible assets. If your financial position drops below threshold, your licence is at risk. We monitor and advise proactively.
Every deliverable is principal-signed. Not delegated, not templated — built for your situation.
Your assets are protected. Your cash flow is forecast. Your licence requirements are monitored. And your tax position reflects the complexity of your business, not a generic return.
“They restructured us before we took on a $2M contract. The asset protection alone was worth it — let alone the tax savings.”
— Construction company director, Parramatta
If you pay subcontractors for building and construction services, you must lodge a TPAR with the ATO by 28 August each year. It reports all payments made to each subcontractor during the financial year. We prepare and lodge this as part of your year-end compliance.
We set up a retention receivable account for each project, tracking the retention percentage held on each progress claim. When retention is released (typically at practical completion or defects liability period end), we reconcile the release against the receivable.
It depends on utilisation rate, cash flow, and tax position. Owning gives you depreciation deductions and asset value. Hiring is a fully deductible expense with no balance sheet commitment. We model both for each major equipment decision.