The numbers room
Management accounts that a non-accountant can interrogate. If the only P&L lives in the tax agent’s portal, we start there before any “vision” conversation.
Business consulting for SME advisory, practised as a craft.
Not a franchise playbook. A way of sitting with owner-led firms until the next quarter is nameable.
Most SME advisory in Australia is either bookkeeping with extra adjectives or strategy offsites that produce a poster. We occupy a narrower strip: the decisions a managing director still makes alone after the accountant has lodged and the coach has left.
That strip includes mix (which work you keep), price (which exceptions you allow), people (who may decide without you), and time (the calendar that currently belongs to whoever shouts).
Four rooms we insist on
The mix room
A ranked list of jobs or SKUs with contribution, not revenue vanity. Loyalty work stays if you name it as a gift.
The rights room
A one-page table of who may discount, hire, or pause a project. Ambiguity here is how family firms quietly bleed.
What we will not pretend
Business consulting for SME advisory cannot replace a liquidator, a workplace lawyer, or a clinical psychologist. We will not facilitate a “culture reset” while unpaid super sits in the corridor. We will not write a 40-page strategy for a 9-person firm that has not closed last month.
If that honesty still sounds useful, the next step is either the programmes or a short written enquiry.