Real Results from Australian Businesses

Working capital isn't just numbers on a spreadsheet. It's the difference between seizing opportunities and watching them slip away. Over the past three years, we've worked with businesses across Queensland and New South Wales who needed more than generic advice—they needed someone who understood their specific challenges. Here's what happened when they took control of their cash flow.

The Pattern We Keep Seeing

Most businesses don't have a revenue problem. They have a timing problem. Money's there, but it's trapped in the wrong places at the wrong times.

Inventory That Sits Too Long

A Brisbane-based retailer we worked with in early 2025 had $180,000 tied up in stock that barely moved. Not bad products—just seasonal items ordered six months too early. We helped them shift to just-in-time ordering. Within four months, they freed up $95,000 that went straight into marketing their bestsellers.

Invoices That Age Like Wine

Construction firms often tell us the same story—they finish the work, send the invoice, then wait. And wait. One Gold Coast contractor had 60-day payment terms eating up their working capital. We restructured their payment schedules and introduced progress billing. Cash flow smoothed out within two billing cycles.

Expenses Nobody's Watching

You'd be surprised how many subscription services accumulate over time. A professional services firm discovered they were paying for three different software tools that did essentially the same thing. Small amounts, but they add up to real money when you're managing tight margins.

Business owner reviewing financial documents and working capital analysis reports at desk

Three Businesses, Three Different Approaches

Each company faced unique challenges. But they all started with the same realization—working capital analysis isn't optional anymore. Not if you want to grow without constantly scrambling for cash.

Modern office workspace showing financial planning and capital analysis in progress

Hospitality Group Expansion

When Kieran wanted to open a third location, banks kept asking about his working capital ratio. He didn't have a clear answer. We spent two weeks mapping his cash conversion cycle—from ingredient purchase to table payment. Turned out his supplier payment terms were misaligned with his revenue patterns. After renegotiating with vendors and adjusting menu pricing by 4-7%, his ratio improved enough to secure financing. The new venue opened in September 2025.

Kieran Thornbury Restaurant Owner, Brisbane

Manufacturing Efficiency Turnaround

Siobhan's team produced custom furniture—beautiful work, but the cash flow was brutal. Raw materials had to be purchased upfront, customers paid on delivery, and there was always a six-week gap. We introduced a deposit system (30% upfront) and found a supplier who offered net-45 terms instead of net-15. Simple changes, but they eliminated the constant cash crunch. She's not scrambling to cover payroll anymore, which matters more than any fancy metric.

Siobhan Calloway Manufacturing Director, Gold Coast

Tech Startup Growth Management

Rapid growth sounds great until you realize you're hiring faster than clients are paying. Vesna's software company landed three major contracts in Q1 2025, but the payment terms meant cash wouldn't arrive until Q2. Meanwhile, she needed to bring on developers immediately. We built a 90-day cash flow forecast and identified exactly when the pinch would hit. She secured a working capital line before she needed it—cheaper than scrambling for emergency funding later.

Vesna Quillen Tech Founder, Sydney

What Actually Moves the Needle

After working with over forty businesses, certain patterns emerge. Not revolutionary insights—just practical realities that many owners overlook when they're busy running their companies.

The Cash Conversion Cycle Reality

This metric tells you how long your money's tied up before it comes back around. We worked with a wholesale distributor who thought their 45-day cycle was normal for the industry. Except their closest competitor was running at 28 days. That difference meant their competitor could reinvest profits almost twice as fast.

We didn't discover anything magical—just helped them see where days were hiding. Inventory sat for 12 days longer than necessary. Receivables took 8 days more than they should. Small adjustments in both areas brought them down to 33 days within a quarter.

Seasonal Businesses Need Different Math

If your revenue fluctuates significantly throughout the year, standard working capital advice doesn't apply. A surf shop on the Gold Coast makes 60% of annual revenue between November and February. Trying to maintain consistent inventory year-round was killing their cash position.

We built a seasonal working capital model that matched inventory investment to demand patterns. Sounds obvious, but you'd be amazed how many businesses operate on autopilot. Their working capital requirement dropped by 35% during off-peak months, freeing up cash for other investments or simply reducing stress.

Growth Creates Its Own Cash Problems

This one surprises people. You land more clients, make more sales, and suddenly you're shorter on cash than before. It's not a paradox—it's the working capital gap. Each new sale requires upfront investment in materials, labor, or inventory before the customer pays.

Map your payment timeline for typical transactions
Calculate the cash required to fulfill new orders
Build a buffer before you start growing aggressively
Consider payment terms as a strategic tool, not just a formality

tekravoquin