Having too much choice If your business is reliant on carrying inventory of any kind, please read on for high value insights applicable to businesses of any size and scale. When business owners talk about cash flow pressure, the usual suspects come up: slow-paying debtors, rising costs or seasonal dips in revenue. But one of the quietest cash killers rarely gets a mention. Stock complexity. Not poor buying decisions. Not bad forecasting. Just too many options. The Breakdown – When “More Choice” Starts Costing You One product: 5 colours x 10 brands x 10 sizes = 500 variations of the same item. Each variation is a separate Stock Keeping Unit (SKU) – a unique version of a product you need to buy, store, track and sell. Even if you only hold one of each, your cash is now spread across 500 separate decisions. Multiply that across your full product range and the impact compounds quickly. Shelves fill up. Warehouses expand. Showrooms get cluttered. And your cash? It gets trapped – quietly, consistently and, often, invisibly. How Cash Leak Happens (Without You Noticing) This isn’t usually a deliberate strategy. It creeps in over time: “Customers want more choice” “Let’s add another supplier” “We should stock that just in case” Each decision makes sense in isolation. But together, they create complexity that your cash flow has to fund. If your margins aren’t strong enough to support that complexity, your business starts leaking cash every day without showing up clearly in your profit and loss statement (P&L). What the Best Operators Do Differently Some of the most effective businesses don’t win by offering more. They win by simplifying. ALDI ALDI runs with a deliberately limited product range of around 1,500 core items compared to 20,000 - 30,000 in a typical supermarket. Fewer Stock Keeping Units (SKUs) means: Less inventory sitting in warehouses Faster stock turnover Stronger buying power with suppliers Simpler operations The result is a model built on speed: stock moves quickly and cash comes back just as fast. Grill'd Burgers Grill’d keeps its menu tight and controlled compared to many hospitality operators that continually expand their offerings. Rather than adding endless variations, it focuses on a defined core range, allowing: Better control over ingredients and suppliers Reduced waste and spoilage More predictable stock levels Consistent margins across locations That operational simplicity supports stronger cash flow without compromising the customer experience. The Pattern Is Always the Same Across industries, the result repeats. Less complexity leads to: Faster stock turnover Lower holding costs Stronger cash flow Clearer decision-making More complexity does the opposite. And the key point for business owners? Cash flow doesn’t improve just because you’re selling more. It improves when your stock moves faster and your capital isn’t tied up unnecessarily. Why Preventing Cash Leak Matters Right Now In today’s environment, cash flow is under pressure from every angle – costs, wages, supply chains and financing. That makes working capital one of the most powerful levers available to business owners. Stock is often the biggest and most overlooked part of that equation. How to Gain Control If you’re reviewing your cash flow position, ask: Which products actually drive profit, not just revenue? Where is stock sitting too long? Which variations add complexity without adding margin? Are you funding choice that your customers don’t truly value? These questions often reveal opportunities that don’t require more sales, just better structure. Sometimes Growth Isn’t About Adding More It’s about simplifying what you already have. If this is resonating, it’s worth stepping back and looking at how your stock is impacting your cash position. The team at Strategy360 By Collins Hume works with business owners to analyse stock at a granular level, identify where complexity isn’t paying its way, and design simpler, more profitable models that improve cash flow without hurting sales. Start the conversation with us https://www.collinshume.com/strategy360. STRATEGY360° Inspiring, Powerful, Meaningful Advice for Your Business

Team Fundraiser: The ASICS Gold Coast Marathon 2026 Collins Hume Accountants Kaleb Morhaus and Sam Gardnir take on the 2026 ASICS Gold Coast Marathon to support an incredible cause — Beyond Blue. On 4-5 July 2026 they’ll join more than 40,000 runners from around the world at Australia’s premier road running event, tackling one of the country’s most iconic flat and fast marathon courses along the stunning Gold Coast coastline. But this run is about far more than finish lines and personal bests. They’re running to help Beyond Blue continue providing free 24/7 mental health support to Australians doing it tough. Right now:
 More than 3 million Australians live with anxiety
 More than 1 million experience depression
 On average, nine Australians die by suicide every day Every call to the Beyond Blue Support Service matters — and it costs around $66 to answer each one. That means every donation genuinely helps ensure someone in crisis can reach a trained counsellor when they need support most. If you can, please support Kaleb and Sam with a donation — big or small — and help them make every kilometre count for mental health. Together, let's help ensure no call for help goes unanswered. Please support Kaleb and Sam with a donation and help them make every kilometre count for mental health. Beyond Blue has spent 25 years working alongside Australians to improve mental health awareness, reduce stigma and help prevent suicide. The demand for support continues to grow, and fundraising efforts like this directly help keep the service available to anyone who needs it. Read more at https://www.beyondblue.org.au The ASICS Gold Coast Marathon is now in its 46th year and is recognised internationally as one of the world’s leading road running events, famous for its fast, scenic course and incredible atmosphere. Collins Hume’s broader community focus extends beyond sponsorships through ongoing support of regional initiatives, local organisations and impact-driven programs that help strengthen communities. Read more at collinshume.com/impact

For many owners, transitioning out of a business does not begin with a neatly mapped-out plan. It begins with a moment. Sometimes it is burnout. Sometimes it is a health issue, a change in family circumstances or a falling out between business partners. Sometimes it is an unexpected offer that arrives before you feel ready. What looks like a sudden decision to sell is often the result of years of putting the question off while staying buried in the day-to-day. Our catalogue of succession and exit planning articles make the same point from different angles: the best business transitions are rarely rushed, and the strongest outcomes usually come from planning well before a sale, transfer or succession event is forced on you. That is why waiting for the “perfect time” can be risky. When owners delay the conversation, they also delay the work that actually improves outcomes: understanding what the business is worth, reducing reliance on the founder, strengthening systems, improving profitability, tightening risk management and getting clear on what life after ownership should look like. Transition planning is not simply about leaving a business. It is about maximising value, protecting financial security and ensuring a smoother transition for customers, staff and family. Read more » A lot of owners assume business transition planning only matters when they are ready to sell. In reality, that is exactly when some of the best options may already be narrowing. Starting early gives you choices It gives you time to lift business value, address weak points and decide what kind of transition actually suits you. That might mean a third-party sale. It might mean a staged handover to management. It might mean passing the business to family. But each path requires different preparation, and none of them should be left to chance. We consistently stress defining personal and business goals first, then assessing value, enhancing value and weighing the right options for your transition. For owners thinking about family succession, the emotional pull can be strong, but sentiment alone is not a strategy. Keeping a business in the family can be deeply rewarding, yet it only works when willingness and capability are both present. The next generation may want the opportunity, but wanting the business is not the same as being ready to run it. Equally, parents may assume their children will step in, only to discover they want a different future altogether. That is why generational succession needs the same rigour as an external sale, with clear agreements around control, capital, remuneration, timeframes and expectations. Read more » Then there is the question nearly every owner asks at some point: What is my business actually worth? That number matters, but not just because it shapes a sale price. It also tells you how exposed the business may be to risk, how heavily it depends on you and where the biggest value gaps sit. The four recurring drivers of business value: 1. sustainable growth 2. capacity for scale 3. profitability and return on investment, and 4. risk management. Businesses that can show reliable revenue, strong systems, documented processes and less owner dependency are generally better positioned when the time comes to transition. Read more » And value is only one part of the equation. Structure matters too. A business may attract a buyer, but the terms of the deal can still shape whether the outcome is successful. That is especially true when arrangements such as staged transitions or performance-based payments come into play. Much of our writing on the topic of exit planning points to the importance of understanding the path forward early, identifying gaps and putting a practical plan in place while you still have control over the process. Read more » The real worry is not if a business transition will trigger. It is that it will happen before you are ready. Business owners often think they still have time, until something shifts and the decision is no longer theoretical. The partnership tension that has been simmering for years finally breaks. The energy to keep pushing fades. Family priorities change. A health issue makes the long hours harder to carry. Or a serious buyer appears and wants answers you have not yet prepared. In those moments, clarity becomes incredibly valuable. That clarity usually starts with a few simple but powerful questions. What is the business worth today? How dependent is it on you? What would make it more attractive to a buyer or successor? Who could realistically take it forward? What do you want your life to look like after the transition? They are not small questions, but they are far easier to answer while you still have room to move. The strongest business transitions are not orchestrated in a hurry. They are shaped over time, with honest conversations, careful planning and a willingness to look at the business from the outside in. Whether your future involves a sale, a family handover or simply the desire to build a more valuable and resilient business, starting the discussion early can make all the difference. Planning ahead is not about locking yourself into one path. It is about making sure that when the trigger comes, you are responding from a position of strength, not pressure. If exit, succession or transition is somewhere on your radar, now is the time to start the conversation. A confidential discussion today can help you understand your current position, clarify your options and begin building a pathway that works for your business and your future. Inspiring, Powerful, Meaningful Advice for Your Business

Collins Hume Proud to Support Love Lennox Festival for Second Year Running Collins Hume is proud to announce its continued support of the Love Lennox Festival as a Bronze Sponsor for 2026, marking the second consecutive year the firm has backed the much-loved community event. Returning to the shores of Seven Mile Beach on Saturday 13 June 2026, the Love Lennox Festival celebrates the unique culture, creativity and coastal lifestyle of Lennox Head through live music, local food, market stalls, family activities, surf culture, art and community connection. Practice Manager Naomi Monk said the sponsorship reflects Collins Hume's ongoing commitment to supporting initiatives that strengthen local communities and regional business networks. “Love Lennox captures so much of what makes this region special — community spirit, local business, creativity and connection,” Naomi said. “We’re proud to support the festival again this year and help contribute to an event that brings people together while showcasing the incredible businesses, artists and organisations that make Lennox Head such a vibrant place to live and visit.” The festival, organised by Business Lennox Head, is expected to once again attract strong community participation and visitor numbers, with the main street transformed into a vibrant festival precinct featuring entertainment, food experiences, family attractions and community activities. Collins Hume’s broader community focus extends beyond sponsorships through ongoing support of regional initiatives, local organisations and impact-driven programs that help strengthen communities across the Northern Rivers. Read more at https://www.collinshume.com/impact Save the date for Love Lennox 2026 and visit the festival website to learn more about the event and how to get involved https://www.lovelennox.com.au.

The 'Resilience and Reform' Budget On Tuesday 12 May 2026 the Treasurer Jim Chalmers handed down the 2026-27 Federal Budget, framing some of the more significant announcements as part of a broader plan to help young Australians access the property market. While acknowledging that the key to housing affordability is supply, the Government clearly sees changes to negative gearing and the capital gains tax (CGT) discount as being important pieces in the housing affordability puzzle. The Government has called this its most ambitious budget and if the proposed measures are implemented, the impact will be felt directly by a wide cross-section of Australian society, including individual taxpayers, investors, businesses, employers and those suffering from a disability. The year’s budget has been released against a backdrop of significant economic challenges, including global fuel price shocks, persistent inflation, rising interest rates and growing concerns around housing affordability. These themes are reflected in the measures that have been announced by the Treasurer. While the Government has announced some significant changes to the tax system, the superannuation system looks to have been left alone this year. Key initiatives include: Business and Employers The cost threshold for the purpose of applying the instant asset write-off for small business entities will be permanently increased to $20,000 from 1 July 2026. On 5 May 2026 the Government announced that the FBT exemption for electric cars would be gradually scaled back over the next few years. For income years commencing on or after 1 July 2026 the Government will allow companies with aggregated annual global turnover of less than $1 billion to carry back a tax loss and offset it against tax paid up to two years earlier. Start‑up companies with aggregated annual turnover of less than $10 million that generate a tax loss in their first two years of operation will be able to utilise the loss to generate a refundable tax offset. From 1 July 2027, small and medium businesses will be able to opt in to reporting and paying PAYG instalments monthly and will be able to use an ATO-approved calculation that is embedded in accounting software to calculate and vary instalments. The Government will reform the Research and Development (R&D) Tax Incentive which provides a tax offset for eligible companies that undertake R&D activities. Fuel A $14.8 billion package will be used to help Australia strengthen fuel supply. A reduction in the fuel excise and heavy vehicle road user charge will continue to apply for three months from 1 April 2026. Taxpayers The Government will provide a $250 ‘Working Australians Tax Offset’ from the 2027–28 income year. During the 2025 federal election campaign the Labor party committed to introduce a $1,000 instant tax deduction for work-related expenses. On 20 April 2026 Treasury released draft legislation on this proposal for public consultation. Legislation has already been passed to ensure that the 16% tax rate on taxable income between $18,201 and $45,000 will drop to 15%. The rate will then drop to 14% from 1 July 2027 (already announced in the 2025-26 Federal Budget). The Government will increase the Medicare levy low‑income thresholds for singles, families, and seniors and pensioners. The threshold for singles will be increased from $27,222 to $28,011. The family threshold will be increased from $45,907 to $47,238. Investors The parameters around negative gearing for residential property are set to change with the Government announcing that existing negative gearing rules will only be available in connection with new builds from 1 July 2027. The Government is planning to revert to a CGT indexation system based on the Consumer Price Index (CPI), much like the system that applied between 1985 and 1999. Indexation would only be available for assets that have been held for more than 12 months. The Government has announced that a minimum 30% tax rate will apply to distributions made by discretionary trusts. The Government will provide a concession in the foreign resident CGT regime for investment in the renewables sector. The Government will expand the scope of existing tax incentives which relate to venture capital limited partnerships and early stage venture capital limited partnerships. Important Unless otherwise noted, the measures outlined here are only announcements at this stage. There is no guarantee that they will be implemented as per the Government’s announcements (or at all). The Collins Hume team are available to help you understand how the Budget and any enacted measures might impact on you. We can assist you to capitalise on any opportunities or minimise your risk. As always, the detail is important so please let us know if we can assist. We will keep you up to date with key developments as things progress.

Key Lessons from the Kilgour Case When selling a business—or even a slice of one—how you value the assets involved can have a major impact on the tax bill. A recent Full Federal Court decision, Kilgour v Commissioner of Taxation [2025] FCAFC 183, offers timely guidance on how “market value” is really determined for capital gains tax (CGT) purposes. When preparing for transactions, restructures or potential exit events, the case is a useful reminder: valuations must reflect real commercial conditions, not just theoretical models. Case Summary In 2016, three family trusts sold 100% of the shares in Punters Paradise Pty Ltd, an online wagering business, to News Corp for approximately $31 million. The ownership split was: Pettett Trust – 60% Kilgour Family Trust – 20% Reuhl Family Trust – 20% The sale was negotiated at arm’s length, involved extensive due diligence and included a working-capital adjustment after completion. The minority beneficiaries (20% holders) sought to use the small business CGT concessions, which in this case required the seller’s net assets to be below $6 million. To fall below the threshold, they argued their 20% minority interests should be heavily discounted in value—because a small holding is usually worth less on a standalone basis. The ATO disagreed, saying each 20% parcel formed part of a coordinated 100% sale and should simply be valued as 20% of the final $31 million deal price. The Court agreed with the ATO. How the Court Approached Market Value The Court applied the long-standing “willing buyer/willing seller” principles from Spencer v Commonwealth—but with a modern, commercial twist. Two practical messages emerge: 1. Real-world expectations matter more than rigid valuation dates Although the tax rules in this area require looking at value “just before” signing the sale contract, the Court said you cannot ignore things that were reasonably predictable at that point. Here, the sale was essentially locked in through negotiations, so the final agreed price was the best evidence of market value. Practical takeaway: If a purchaser is clearly willing to pay a premium—for control, synergies, strategic value or expansion opportunities—those factors will likely shape the valuation for tax purposes. 2. Actual deal terms beat theoretical discounts The taxpayers tried to argue for a typical “minority discount”. However, the Court said the real commercial context matters more: All shareholders intended to sell together. The buyer wanted all the shares, not bits and pieces. A coordinated, 100% sale typically lifts the value of each parcel. Because of that, the hypothetical buyer would not insist on a discount. The minority interests effectively rode on the value of the full-stake sale. Practical takeaway: When shareholders act collectively, the tax valuation of each interest can increase—sometimes significantly. What This Means for Business Owners Don’t undervalue your stake: If the buyer is pursuing synergies or control, your interest might be worth more than a textbook minority valuation suggests. Make sure your advisers consider the wider commercial picture. Evidence is everything: Keep thorough records such as negotiations, emails, valuations, buyer motivations. These can be powerful in supporting your tax position and accessing concessions. Plan CGT concession eligibility early: If you’re relying on the small business concessions, test different deal scenarios before signing any contracts or other paperwork, including a heads of agreement. Sometimes restructuring ownership or staging a sale can make a material difference, but integrity and anti-avoidance rules in the tax system still need to be considered carefully. Align shareholder expectations: In family groups and private companies, minority owners often assume their shares will be valued as a standalone piece. Kilgour shows that courts will often look at the transaction as a whole—not each slice in isolation. The Bottom Line Kilgour reinforces that valuations for tax purposes work best when they reflect the real commercial world, not theoretical models. Before you sell, restructure or negotiate with a potential buyer, involve Collins Hume early. A well-supported valuation can mean the difference between accessing valuable CGT concessions or missing out!

SG Calculations Are Changing — What “Qualifying Earnings” Means for Your Business Payday Super doesn’t just change when you pay super. It also changes how super is calculated. If you’re a small business owner, it’s important to understand these shifts — because they could affect how much you owe and for which employees. From OTE to Qualifying Earnings Under the current system, super guarantee is calculated as 12% of an employee’s “ordinary time earnings” (OTE). OTE generally includes base salary, commissions, shift loadings, and some allowances, but excludes overtime. From 1 July 2026, the calculation shifts to “qualifying earnings” (QE). QE is a broader concept that brings together OTE, salary sacrifice contributions, and certain other amounts that are currently part of an employee’s salary or wages for super guarantee purposes. For most employees on straightforward pay arrangements, the practical difference may be minimal. But if you have staff on salary sacrifice arrangements, complex pay structures, or variable earnings, QE could change your super liability. It’s worth understanding exactly which payments are now captured. The Maximum Contribution Base Is Going Annual Here’s a change that could affect businesses with higher-income employees. Currently, there’s a maximum super contribution base (MSCB) applied quarterly. If an employee’s earnings exceed the quarterly cap, you’re not obligated to pay SG on the amount above it. Under Payday Super, the MSCB moves from a quarterly threshold to an indexed annual threshold. This smooths out the calculation across the full year. Why does this matter? Consider an employee who earns a steady salary but receives a large one-off bonus in one quarter. Under the current system, that bonus might push them over the quarterly cap, meaning you don’t owe super on the excess. Under the annual threshold, that same bonus is spread across the year’s cap. If the employee’s total annual earnings stay below the annual limit, you’ll owe SG on the full amount — including the bonus. For some businesses, this will mean paying more super for certain employees than they do today. For others, it may simplify things by removing the need to monitor quarterly caps. Per-Payday Calculations Another practical shift is that SG will be calculated on a per-payday basis rather than accumulated quarterly. This means your payroll system needs to correctly determine QE for each pay run, apply the 12% rate, and submit the contribution — all within the seven-day window. If you have employees with variable hours, fluctuating earnings, or irregular payment schedules, this adds complexity. Each pay run becomes its own SG event, and errors compound faster when you’re processing 26 or 52 times a year instead of four. How to Prepare Review your employee pay structures. Identify anyone on salary sacrifice, variable pay, or earnings near the MSCB. These are the areas most likely to be affected by the calculation changes. Update your payroll system. Ensure it can calculate SG based on qualifying earnings (not just OTE) and apply the new annual MSCB threshold correctly. Understand the QE definition. Work with your accountant to confirm which payments are included in qualifying earnings for each employee. Plan for the annual cap. If you’ve been monitoring quarterly caps for high-income employees, you’ll need to adjust your approach. Get Clarity Before 1 July The shift from OTE to qualifying earnings might sound like a technicality, but it can have real dollar implications for your business. The annual MSCB change could also affect your super obligations for certain employees. If you’re unsure how these calculation changes apply to your workforce, contact Collins Hume. We can review your payroll, identify any employees affected by the changes and make sure your calculations are correct from Day 1 of Payday Super. Access free Payday Super resources and factsheets »

From 1996 starter to Partner in 2005: a career built on commitment and growth A Fellow of CPA Australia and CEO and Partner at Collins Hume, Christopher Atkinson is a practical, action-oriented leader who works closely with business owners to navigate complexity and make confident decisions. Drawing on his background in endurance racing and adventure sports, Chris brings a disciplined, adaptable mindset to business – focused on clear strategy, measured risk and consistent execution. Chris acts as a trusted advisor to clients and our team, providing a sounding board for opportunities and challenges while simplifying the path forward. His leadership style is grounded in clear communication, accountability and leading from the front, working alongside his team to deliver outcomes rather than directing from a distance. Chris has played a key role in modernising Collins Hume, expanding services, strengthening small business advisory capability and embedding technology to improve both client experience and team performance. His focus remains firmly on helping business owners build stronger, more sustainable businesses while contributing to their communities. Chris is also deeply committed to community impact In 2024, he participated in the Stars of Ballina Dance for Cancer raising funds and awareness for cancer research – an initiative closely aligned with both his own values and Collins Hume’s broader commitment to giving back. Also in 2024, Chris was named Outstanding Business Leader (21+ employees) at the Ballina Business Awards.

Can your business handle what’s coming next? Most business owners we speak with share the same quiet frustration: “I’m busy, revenue looks fine… but I don’t really know if the business is underperforming—or quietly leaking value and increasing risk.” Without clear benchmarks, it’s almost impossible to tell if: Cash flow pressure is temporary or structural Margins are acceptable or gradually eroding value Risk is increasing without showing up in the P&L. The bigger issue isn’t working too little; it’s working hard without knowing whether you’re focusing on the right things . To explore these insights, Nathan McGrath is inviting a small group of clients to a complimentary Top Performer Workshop at our Ballina office. During the session he: Compares your benchmark scorecard with real industry performance against profit, cash flow and valuation markers Works through a guided case study Identifies the specific drivers creating drag (or opportunity) in your business. Following the workshop, you receive: A personalised Risk & Value Driver Scorecard Relevant industry financial benchmarks A tailored Top Performer Report aligned to your profile Clear valuation multiple implications A one‑on‑one follow‑up to translate insight into strategic action and priorities. Places are limited — let us know you're coming To attend, just contact our Strategy360 team and we’ll ensure your spot is reserved. Before the workshop, you complete a short Risk–Profit–Value Driver Assessment , designed to identify how your business compares against top performers in areas most owners don’t measure. Without benchmarks, most decisions are made on instinct, with no external context to confirm whether the business is genuinely healthy or slowly drifting off‑track. This workshop is designed to quickly replace uncertainty with clarity so you can focus on what genuinely moves performance, rather than carrying another quarter of unanswered questions. About Top Performer Business Benchmarks Collins Hume has access to insights from data built on 1.77 million+ risk, profit and value‑driver data points . This data highlights which specific drivers top‑performing businesses consistently outperform on and, more importantly, which of those usually explain the biggest gaps in profit, cash flow and valuation. More workshop information »

What the New Div 296 Tax Means for Individuals with Large Super Balances The Better Targeted Superannuation Concessions measure (known as the Division 296 tax) is now law and takes effect from 1 July 2026. For those with large super balances, it’s important to understand what the new tax does, why it’s been introduced, and the practical steps you and your financial adviser should consider. The Purpose of the Tax Division 296 is designed to make superannuation tax concessions fairer and more sustainable. Rather than changing the way super is taxed for everyone, the law targets a small group of people who hold large super balances, ensuring they pay more tax on the portion of investment earnings that relate to those large balances. Who it Applies to — Thresholds and Rates This new measure, starting 1 July 2026 (first year is 2026-27), applies to an individual with total superannuation balances (TSBs) in excess of the following thresholds: Large balance threshold: $3.0 million  Very large threshold: $10.0 million. Both thresholds will be indexed in future years. This will mean that the overall tax imposed on superannuation fund earnings will be as follows: Division 296 TSB Div 296 tax rate on earnings relating to this band Total effective tax on those earnings Up to $3,000,000 0% 15% (standard fund tax) $3,000,001 to $10,000,000 15% 30% (15% + 15%) Above $10,000,000 25% 40% (15% + 25%)   Certain people will be excluded from having this new tax levied upon them, notwithstanding that their TSB may exceed the threshold. Excluded persons include child recipients of death benefit pensions and individuals who have made structured settlement superannuation contributions for a personal injury compensation payment. Further, where a person dies, they will no longer have a TSB. However, other than the first year of operation (ie, 2026-27), there can still be a Division 296 tax assessment in respect of the financial year in which they die, where they had a TSB of more than $3 million at the start of the year. Given superannuation is not an estate asset, this scenario should be considered as part of a review of an individual’s estate plan. How the Tax Works From an SMSF perspective, the fund will calculate its Division 296 earnings, which is based on its taxable income with adjustments for assessable contributions; net exempt income attributable to pensions; any non-arm’s length income (which is already taxed at 45%) and income relating to investments in a pooled superannuation trust. There may also be adjustments for any capital gains made from the disposal of fund assets, if the fund has made the relevant small-fund CGT election. The calculated Division 296 superannuation earnings is then attributed to fund members using an attribution percentage calculated by an actuary. This information will be used by the ATO to assess the member’s Division 296 tax liability. Division 296 tax is levied on the individual, not a superannuation fund. However, the tax can be paid either by the individual or they can elect for the amount to be deducted from their nominated superannuation interest. Division 296 Next Steps If your total super balance is near—or already above—the thresholds, it is important that you contact your financial adviser to arrange tailored modelling and to discuss if the small-fund CGT election is suitable. Early planning will help you manage cash flow, reporting and any actuarial requirements efficiently. This will also be an opportunity to review the suitability and benefits of holding investment capital in a superannuation structure versus alternatives for amounts in excess of the large threshold. Holding a large super balance? Review your retirement planning now to avoid future tax headaches. Ask to speak with Collins Hume's tax and superannuation advisers to  plan for Division 296 changes.

What Business Leaders Say Actually Works When Motivation Fades Business owners often assume a loss of motivation means they need to push harder. But insights from more than 30 founders, executives and advisers suggest the opposite. When motivation drops, it’s usually a signal that the business has become noisy, reactive or misaligned with its original purpose. Here are the key takeaways — and what owners can do about them. Reconnect With Purpose Motivation often fades when leaders lose sight of why their business exists. Stepping back to focus on the impact your work has on customers (rather than the daily workload) can quickly restore perspective and energy. TIP: Schedule regular time to review your purpose and speak directly with customers about outcomes. Install Simple Structure What looks like a motivation problem is often a systems problem. Clear priorities, weekly planning and tracking your key metrics can help restore control and reduce overwhelm. TIP: Block out weekly “CEO time” to focus on strategy and key numbers. Delegate Properly Many founders hit a wall because every decision runs through them. Businesses only scale — and leaders regain energy — when responsibility is genuinely shared with capable team members. TIP: Identify tasks only you can do and actively delegate the rest. Create Momentum Motivation doesn’t usually come first — progress does. Leaders reported that small wins and visible progress rebuild energy far faster than waiting to “feel motivated”. TIP: Break goals into smaller weekly actions and track progress. Build A Support Network Leadership can be isolating. Talking with peers, mentors and advisers provides perspective and reminds owners that many challenges are shared. TIP: Stay connected to others who understand the pressure. Protect Your Energy Exhaustion leads to poor decisions and reactive leadership. Sustainable businesses require leaders who protect their time, boundaries and capacity to think clearly. TIP: Build systems and boundaries that allow time away from day-to-day operations. The Bottom Line Motivation usually doesn’t disappear — it gets buried under complexity and constant demands. The leaders in the study consistently pointed to the same solution: simplify priorities, build stronger systems, and reclaim control of the business. Feeling stuck or stretched running your business? Step back and focus on the systems, priorities and leadership habits that drive real momentum. For a clearer roadmap for strengthening your business performance, speak with our Strategy360 team about practical strategies that help owners regain control and move forward with confidence.

Collins Hume sponsors free non-profit workshops May & August Strategy360 By Collins Hume is delighted to support a series of free grant writing workshops delivered by the Northern Rivers Community Foundation (NRCF) in May and August 2026. Designed to help not-for-profit organisations strengthen their funding applications and secure vital support for their communities, these practical, hands-on sessions are tailored for local charities, community groups and NFP leaders who want to improve their success in an increasingly competitive funding environment. Whether you are new to grant writing or looking to refine your approach, each workshop provides clear, actionable guidance you can apply immediately. Learn how to structure compelling applications, align projects with funding priorities and clearly demonstrate community impact. Sessions also cover common pitfalls, budgeting fundamentals and how to build strong evaluation frameworks that stand up to scrutiny. Delivered by NRCF’s experienced grants team, the workshops draw on real examples from successful local initiatives and include time for questions, discussion and shared learning. Collins Hume Senior Business Adviser Nathan McGrath says, “Grant success depends on how clearly organisations can evidence need, impact and alignment.” “These workshops help not‑for‑profits sharpen their applications and compete more confidently for funding.” Places are limited and bookings are essential Open to organisations of all sizes from grassroots groups to established charities, these sessions are expected to fill quickly: 4 May Mullumbimby 5 May Hastings Point 6 May Lennox Head 20 May Grafton 21 May Lismore 22 May Nimbin 11 August Byron Bay Practical Strategies for NFP Growth, Governance and Sustainability Learn more about Collins Hume’s Not-for-Profit Services at collinshume.com/nfp . Northern Rivers Community Foundation is a not-for-profit, philanthropic foundation providing evidence-based community grants. Read more at https://nrcf.org.au/ . These workshops are sponsored by Strategy360 By Collins Hume - providing practical strategies for NFP growth, governance and sustainability.