Search this site

Helping Northern Rivers businesses turn uncertainty into action From rising costs and cash flow pressures to changing customer demand, Northern Rivers businesses have become accustomed to operating through uncertainty. Collins Hume Senior Business Advisor Nathan McGrath is helping local business owners move beyond short-term problem-solving to build stronger, more resilient and valuable businesses. Through a growing program of workshops and business events, Nathan is sharing practical strategies across cash flow, business valuation, benchmarking, business performance, grant writing, growth and transition planning. His work includes presenting for Business NSW’s Business of Doing Business series, designing Collins Hume’s Top Performer Benchmark Workshop and prior events with industry leader Mark Holton and philanthropic protagonist Paul Dunn. An upcoming cash flow webinar will continue this focus in August. Nathan brings more than 20 years of advisory and management experience across SMEs, corporations and government programs, including senior General Manager and Director roles. As Senior Business Advisor at Strategy360 By Collins Hume, Nathan works with owners and leadership teams to improve financial performance, reduce operational and strategic risk and build sustainable, transferable business value. His approach focuses on translating strategy and financial information into practical decisions. This includes identifying the real drivers of profitability, improving cash flow forecasting, testing if growth plans are financially sustainable or reducing business reliance on business owners. Nathan’s experience spans the Strategy, Growth & Transition and Money, Numbers & Funding streams of Business NSW’s program. It also informs Strategy360’s broader services across business performance, business valuations, succession, risk management, mentoring and Boad of Advice support. Previously he supported Northern NSW businesses through the Australian Government’s Entrepreneurs’ Programme and Strengthening Business initiative following major bushfires and floods. That experience reinforced the importance of understanding the numbers before a crisis occurs. For Northern Rivers businesses, the message is clear: resilience is not simply the ability to recover from the next disruption. Resilience is about competitive advantage, and it is built through better information, earlier decisions and a business that can perform without depending too heavily on one person, customer or revenue source. Nathan’s practical contribution to our region is helping more owners develop those capabilities before pressure forces their hand. Contact Nathan McGrath on 02 6686 3000 for an obligation-free discussion on how Collins Hume can help you tailor a program to suit your requirements or read more here »

Revamping Your Mortgage: Solutions for Tough Economic Times Let’s face it, interest rates have risen, fuel has risen, groceries have risen — about the only thing that hasn’t gone up is your wage or business profit. Life is getting a little tight. We can’t fix that, but there are some simple things that we can do to help you with your loans – both home and business. Things that we could do: Refinance to a better rate – if you have had your loan for a couple of years you may be paying a loyalty tax (or as we often call it a 'lazy tax') to your lender. Time to stop and take the time to work with us to see if we can find a better deal for you. Refinance to a longer term – if you are 10 years into a 30 year loan, just by extending the term you can reduce your commitments – please note that if you do this, when times get better you need to increase your repayments so you don’t end up paying more for your loan. We can run you through how this works. Switching to interest only for a while (investment and business loans) – this would reduce your monthly repayments but, just like extending the term, you need to catch up later. Can you do it yourself? Sure can. But we work with over 100 lenders, many of which you may not have ever heard of or considered. And can you seriously be bothered trying to ask 10 lenders, let alone a 100? Trust us, it will do your head in after 5 calls. How much can you reduce your repayment? How long is a piece of string? To find out call David Seymour on 0418785747. Contact Lending Specialist David Seymour on 0418 785 747 at email david.seymour@regfin.com.au The above is general in nature and does not take into account your financial position, goals or objectives.

Why a professional property valuation could save investors at tax time A property valuation is not only useful when buying, selling or refinancing. It can also be essential for calculating capital gains tax and supporting the value reported to the Australian Taxation Office. With proposed changes to the capital gains tax treatment of investment property attracting attention, investors should ensure they have reliable evidence of their property’s market value at the relevant date. When might a valuation be required? A formal valuation may be important when: a property changes from a main residence to an investment property, or vice versa ownership is transferred between related parties or through an estate a property is transferred to or from a trust or superannuation fund its use changes or it is affected by a tax law change historical records are incomplete a market value is required to calculate a capital gain or loss. The correct valuation date depends on the circumstances and applicable tax rules, so advice should be obtained early. Why an online estimate may not be enough Automated estimates and bank valuations may indicate a property’s value, but they are not necessarily suitable for tax purposes. Bank valuations generally assess a lender’s financial risk rather than establish a defensible market value for capital gains tax. Commercial properties can be harder to assess because there may be fewer comparable sales, while lease terms, rental income, location, permitted use and property condition can all influence the result. An independent valuation from a qualified professional provides stronger evidence if the ATO reviews the reported value. Keep supporting evidence Investors should retain: signed and dated valuation reports valuer’s qualifications and engagement letter comparable sales information photographs of the property purchase and sale documents leases and rental statements records of improvements and capital expenditure. These records can be difficult to reconstruct years later, particularly if the property has changed or comparable sales data is no longer available. Do not chase the most favourable number A higher or lower valuation is not automatically better. The outcome depends on the property’s cost base, valuation date and applicable tax rules. The ATO can compare valuations with property databases, council information, state valuation records and previous tax returns. An unsupported valuation could result in additional tax, interest and penalties. The cost may be modest compared with the tax at stake Valuation fees vary according to the property’s type, value, location and complexity, with commercial and specialised properties generally costing more. However, where a substantial capital gain is involved, the cost may be small compared with the consequences of relying on an unsupported figure. Valuation expenses incurred for tax purposes may also be deductible, depending on the circumstances. Seek advice before commissioning a valuation Collins Hume can help you confirm: if a valuation is required the correct valuation date the appropriate valuation method the records you should retain how the value may affect your tax position. If you own residential or commercial investment property and are unsure if you need a valuation, contact Collins Hume on 02 6686 3000 before changing the property’s use or completing a transaction. Recommended reading For a more detailed examination of the proposed capital gains tax changes, valuation timing, costs and calculation methods, read Sam Tamblyn’s article, “How to protect your property gains from the CGT overhaul”, published in The Australian Financial Review on 5 August 2026. The print edition appeared under the headline “Tax changes mean investors need a property valuation”. Please note: the online article may be paywalled. This information is general in nature and does not constitute taxation or financial advice. Advice should be obtained for your individual circumstances.

New restrictions on limited recourse borrowing arrangements (LRBAs) will change how self-managed super funds (SMSFs) can invest in property. From 10 August 2026, SMSFs will generally only be able to use an LRBA to acquire business real property. New LRBAs can no longer be used to purchase standard residential investment properties. SMSF trustees considering a property purchase should review their plans and seek advice promptly. What is changing? An LRBA allows an SMSF to borrow to purchase an asset, with the lender’s rights generally limited to that asset if the loan defaults. Under the new rules, real property acquired through an LRBA must be used wholly and exclusively in carrying on a business. Standard houses and apartments leased to residential tenants will not qualify. The change applies to borrowing arrangements, not residential property itself. An SMSF may still purchase residential property outright using available fund cash, subject to the fund’s investment strategy and other superannuation rules. What happens to existing loans? Residential LRBAs entered into before 10 August 2026 will generally be protected and will not need to be unwound. An arrangement established before the commencement date may also qualify if settlement occurs later. However, trustees should not assume that preliminary negotiations, finance approval or an unsigned contract will be sufficient. Transactions approaching the deadline should be reviewed by an SMSF adviser and appropriately qualified legal professional. Can an SMSF still borrow for commercial property? LRBAs may continue to be used to acquire eligible business real property, including: offices and warehouses retail premises medical or consulting rooms qualifying primary production land other property used wholly and exclusively in a business. A business owner may be able to use their SMSF to purchase commercial premises and lease them to the operating business at market rates. However, property combining business and private use, vacant property without a business purpose, or premises retaining residential use may not qualify. Special considerations for primary production land Qualifying farmland may include a private residence, such as a homestead, without losing its business real property status if the residential area does not exceed two hectares and the property’s predominant use remains primary production. Each property and proposed transaction must still be assessed individually. What trustees should do now Before entering an LRBA, trustees should: confirm the property or asset qualifies review the fund’s investment strategy and cash flow allow time to arrange finance and legal documentation obtain accounting, financial and legal advice before committing. Incorrectly classifying a property or using the wrong structure can result in serious compliance consequences. Talk to Collins Hume before proceeding If your SMSF is considering purchasing property using borrowed funds, contact our team promptly. We can explain how the new rules affect your plans, review the proposed transaction and work with your legal, financial and lending advisers before any commitments are made. This information is general and does not take into account your objectives, financial situation or needs. Obtain professional accounting, financial and legal advice before acting.

New export support programs open global opportunities for NSW businesses NSW businesses considering their next phase of growth are being encouraged to explore a renewed suite of government programs designed to build export capability and connect businesses with international markets. The NSW Export Support Program 2026–27 provides assistance for businesses at different stages of the export journey, from assessing export readiness to finding overseas buyers, distributors and commercial partners. What support is available? The program includes: Export Capability Building Program Thirteen workshops will be delivered during 2026–27 to help businesses: assess their export readiness develop market entry strategies understand the practical requirements of exporting build the skills needed to pursue international opportunities. Communities of Practice for Exporters This new initiative will connect experienced exporters with businesses seeking to expand internationally. Industry-focused networks will cover agrifood, digital technology, and life sciences and healthcare. More than 100 businesses are expected to participate in peer learning, mentoring and market insight sessions. Going Global programs and trade missions More than 30 Going Global Export Programs and Going Global Trade Missions are planned for 2026–27. These initiatives will give eligible NSW businesses opportunities to attend international trade shows, meet prospective buyers and build connections in markets across Asia, India, North America, the United Kingdom, Europe and the Middle East. Target sectors include: agrifood digital technology life sciences and healthcare clean energy manufacturing mining equipment, technology and services. Going Global Export Programs are aimed at small and medium-sized businesses entering or diversifying into export markets, while the trade missions are intended for experienced and high-growth exporters pursuing further international expansion. Could exporting support your next growth phase? Exporting is not suitable for every business, but it should not be dismissed as an option reserved for large companies. For an established business with a proven product or service, the right capacity and a clearly defined market, exporting may provide access to new customers and revenue streams while reducing reliance on one domestic market. Before proceeding, businesses should carefully assess their financial capacity, operational readiness, intellectual property, supply arrangements, pricing, tax obligations and the risks associated with their target market. The renewed support programs provide a useful prompt for business owners to consider if exporting could form part of their longer-term growth strategy — and practical assistance for those already preparing to take that step. Considering export growth? If you are exploring new markets or considering exporting as part of your next growth phase, speak with our Strategy360 team. We can help you assess your business readiness, financial capacity and growth plans before you commit resources to an overseas expansion strategy. Learn more about the programs and upcoming opportunities through Export from NSW » Source: NSW Government. Eligibility requirements and program availability apply.

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, Chris 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. He was also named Outstanding Business Leader (21+ employees) at the Ballina Business Awards that same year. Most recently, Chris shared his expertise as a panellist at Elston’s Ascent 2026 conference and as a Shark Tank-style judge at the AI x Design Thinking Challenge 2026. Through these roles, he has lent his business insights and practical acumen to financial industry colleagues, entrepreneurs and creative thinkers, supporting innovation, professional development and positive outcomes for the wider community.

Discover what your debtor days are really worth As many businesses settle into the new financial year, it's a good time to revisit one of the most overlooked drivers of cash flow: debtors. Most business owners know what a debtor is. Far fewer know how to correctly calculate Debtor Days or understand what improving this KPI by just one day could mean for their business. Here's a real example: A business improved its Debtor Days by just one day and released approximately $45,000 in additional cash. A two-day improvement unlocked almost $90,000. Sales didn't increase. Margins didn't improve. The business simply gained faster access to money it had already earned. It's a reminder that cash flow pressure isn't always caused by declining sales or rising costs. Quite often, the opportunity sits within working capital. Debtors are just one of several working capital levers that can have a significant impact on cash availability and financial resilience. A simple question worth asking is: Do you know what one day of your debtors is worth in cash? Throughout August, we'll be sharing practical insights into the key working capital levers that influence cash flow and business performance. FREE WEBINAR | 25 AUGUST Practical Cash Flow for Business Owners If this is an area you'd like to better understand, we'd love you to join us at our Practical Cash Flow for Business Owners webinar in August, where we'll explore practical strategies to improve cash flow without necessarily increasing sales. Sometimes, the biggest opportunity isn't earning more – it's getting access to the cash you've already earned. Understand where your cash is going and identify practical ways to strengthen cash flow.

Your Financial Performance – Business Benchmarking Many business owners focus on growing sales, but few know how their business compares with others in their industry. At Strategy360 By Collins Hume, we use Top Performer Benchmarking to compare your business against both the industry average and the top 20% of businesses in your sector. The gap between the two often reveals practical opportunities to improve profitability, cash flow and business performance. Why average isn't enough Most benchmarking compares businesses against industry averages. The problem? Average doesn't always mean successful. Many businesses are simply getting by. Comparing yourself with the average shows where the middle of the market sits. Comparing yourself with the top 20% shows what's genuinely possible. Hidden profit opportunities Benchmarking isn't about producing another report; it's about uncovering opportunities. A business may already be profitable, yet benchmarking can reveal that margins, labour costs, pricing, inventory or overheads are limiting performance. Often, improving just one area can increase profit without increasing sales, hiring more staff or working longer hours. The numbers that matter High-performing businesses monitor the metrics that drive results, including: Gross profit margins Cost of goods sold Labour efficiency Operating expenses Cash flow Productivity Industry-specific KPIs As the saying goes, what you can measure, you can manage. Better decisions backed by data Business owners regularly ask: Why isn't my business as profitable as it could be? How do the best businesses achieve stronger results? Which area should I improve first? Where will changes have the biggest impact? Benchmarking replaces guesswork with objective financial data, helping you identify where your greatest opportunities lie. Turning insights into action Benchmarking identifies opportunities. The next step is taking action. Small improvements across several areas can have a significant impact on profitability. How Strategy360 helps Strategy360 By Collins Hume compares your business with both the industry average and the top 20% of performers, helping you identify practical ways to improve profit, cash flow and long-term business performance. Instead of relying on assumptions, you gain measurable insights to help prioritise the actions that will deliver the greatest return. Still relying on instinct instead of benchmarks? It's not too late to take action. Benchmarking gives you an objective view of how your business compares with industry leaders, helping you identify opportunities to improve profit, cash flow and business value. The greatest insights often come from the gap between the industry average and the top performers. What levels of performance are actually achievable? What decisions are the best businesses making? What actions are they taking differently? Take the first step towards stronger business performance with a quick recap of our recent Top Performer Benchmark program or call Nathan McGrath on 02 6686 3000. — Adapted and expanded by Collins Hume from How Benchmarking Reveals Hidden Profit Opportunities (ESS AccountantsMinute, Issue 459, 22 June 2026)

Investment NSW exporting programs NSW Export Capability Building Program The NSW Export Capability Building Program empowers businesses with essential knowledge and the skills required to pursue opportunities in international markets. Through a series of online and in-person workshops, the program offers foundational sessions that cover the basics of exporting, as well as specialised workshops focused on specific sectors or markets. These targeted workshops are designed to help businesses enhance their performance or successfully enter new export markets, ensuring that NSW businesses are well-equipped to compete and grow on the global stage. Going Global Export Program The NSW Going Global Export Program is designed to help businesses expand into international markets with confidence and ease. Whether you're new to exporting or looking to deepen your global presence, the program provides the essential tools, resources, and support needed to thrive in the international marketplace. Over the course of 4-6 months, participants will engage in online workshops, market intelligence briefings and cultural training, ensuring they’re well-prepared for the complexities of global trade. The program also includes potential partner introductions and business matching services, as well as market visit programs, in-market assistance, and logistical support to help you establish a foothold in your target markets. Applicants need to meet eligibility criteria and be selected to participate in their nominated stream. Selected participants need to agree to the terms and conditions of program participation.   More Austrade information, tools and support to grow your business globally: Contact Nathan McGrath on 02 6686 3000 for an obligation-free discussion on how Collins Hume can help you tailor a program to suit your requirements.

In today’s unpredictable business environment, companies face numerous challenges like economic downturns, supply chain disruptions, natural disasters and other unforeseen crises. Businesses that thrive in adversity are those that have developed financial resilience—the ability to withstand, adapt and recover from financial shocks while maintaining long-term goals. Financial resilience isn’t just about having money in the bank to weather short-term storms. It’s about having the systems, flexibility and strategies in place to manage uncertainties, adapt to challenges, and ensure ongoing business continuity. What is Financial Resilience? Financial resilience refers to a business’s ability to maintain stability, meet obligations and recover quickly from setbacks. It includes having liquidity to manage daily operations, access to capital, and the agility to adjust to economic shifts. A financially resilient business can face unexpected challenges without compromising its survival or long-term objectives. Why Financial Resilience Matters for Business Continuity 1. Ensuring Cash Flow Stability Cash flow is the oxygen of any business. Financial resilience allows businesses to manage fluctuations, ensuring enough working capital to cover expenses, pay employees, and meet obligations. A buffer of savings and effective cash flow management ensures smooth operations during financial stress. 2. Managing Risk and Uncertainty In an unpredictable world, financial resilience helps mitigate risks from market volatility, economic downturns, and sudden changes in demand. By diversifying revenue streams, building reserves, and having contingency plans, businesses can absorb shocks and maintain operations. 3. Supporting Long-Term Planning Financial resilience enables companies to pursue growth and innovation. With a solid financial foundation, businesses can invest in long-term goals, such as expanding markets or upgrading technology, without derailing operations during challenging times. 4. Providing Access to Capital Financially resilient businesses have strong relationships with lenders, investors and financial institutions, allowing them to secure funding during difficult times. This access to capital can help businesses maintain operations, invest in opportunities, and navigate financial difficulties. 5. Protecting Employees and Stakeholders Financial resilience helps businesses protect their employees, customers, and partners during crises. With solid financial backing, businesses can avoid layoffs, wage cuts, or benefit reductions, fostering employee morale and trust with customers and suppliers. How to Build Financial Resilience 1. Establish a Reserve Fund A financial safety net ensures liquidity during challenging times. Businesses should aim to have reserves covering 3-6 months of operating expenses to handle unexpected disruptions. 2. Diversify Revenue Streams Relying on a single income source can be risky. Diversifying through new products, services, or markets smooths out cash flow fluctuations and enhances resilience. 3. Improve Cash Flow Management Regularly reviewing and optimising cash flow management ensures businesses can meet obligations during tough times. Tracking accounts receivable and accelerating payments helps maintain financial stability. 4. Maintain Strong Relationships with Lenders Having established relationships with financial institutions ensures quick access to capital when needed. These relationships can secure favourable financing terms during crises. 5. Adopt Flexible Financial Strategies A resilient business must adapt to changing conditions. Flexible financial strategies, such as adjusting expenditures or increasing investment in key areas, enable businesses to stay stable and plan for growth. 6. Focus on Operational Efficiency Optimising processes, reducing waste, and improving productivity help businesses maintain profitability even in tough times, enhancing their resilience and ability to navigate disruptions. Financial resilience is a necessity for businesses seeking to thrive in an unpredictable world. A resilient business can withstand shocks, adapt to changes, and ensure long-term continuity. By managing cash flow effectively, diversifying revenue, and implementing financial safeguards, businesses can position themselves for long-term success, stability, and sustainable growth. Cash is King – Book Now for 6 May Business Event

Free Business Webinar: Practical Cash Flow for Business Owners Understand where your cash is going and identify practical ways to strengthen cash flow. Cash flow pressure is affecting businesses of every size. Rising operating costs, increasing wages, higher material costs and ongoing interest rate pressure mean that generating a profit is no longer enough. This practical webinar will help business owners understand the key drivers of cash flow and identify where small improvements can have a significant impact. EVENT DETAILS — BOOK NOW Tuesday 25 August 2026 12:00 pm – 12:45 pm Free Webinar conducted online by Nathan McGrath, Senior Business Adviser at Strategy360 by Collins Hume WHY ATTEND? Our observations across many businesses include: ✓ Profit doesn't always equal cash ✓ Working capital often has a greater impact than expected ✓ Small operational improvements can significantly strengthen cash flow ✓ Better visibility supports better business decisions ✓ Understanding the drivers of cash flow creates greater confidence. WHAT WE'LL EXPLORE Why profitable businesses can still experience cash flow pressure The relationship between profit, working capital and cash flow The key drivers influencing cash flow performance Practical opportunities to improve cash flow WHO SHOULD ATTEND? ✓ Business Owners ✓ Directors, executives, business leaders ✓ Managers responsible for business performance WHAT YOU'LL TAKE AWAY ✓ Greater visibility of cash flow performance ✓ A clearer understanding of why profit is not equal to cash ✓ Practical ideas that may improve cash flow ✓ Greater confidence when making financial decisions CONTINUE THE CONVERSATION Every business is different. Following the webinar, you're invited to have a complimentary one-on-one business discussion to explore how Nathan's cash flow observations may apply to your own business. Understand where your cash is going and identify practical ways to strengthen cash flow.

Budgeting is not paperwork. It's your business control system. Many business owners invest time creating a business plan, then leave it sitting in a drawer. The businesses that consistently outperform their competitors do it differently: they turn that plan into a practical budget and cash flow forecast that guides day-to-day decisions. Imagine knowing exactly where your business is heading over the next 12 months. Instead of wondering if you'll have enough cash to pay suppliers, invest in new equipment or hire another team member, you can make decisions with confidence because you've already mapped out the financial impact. That's the peace of mind a well-built budget provides. A budget isn't about predicting the future perfectly. It's about measuring performance, identifying issues early and making informed decisions before small problems become expensive ones. Your business plan tells you where you want to go. Your budget tells you if you'll get there. Without discipline, decisions are often based on instinct rather than evidence: Build a budget you’ll use A useful budget should: Cover at least the next 12 months Reflect your business goals and growth plans Include a detailed cash flow forecast Be reviewed every month against actual results Be detailed enough to show where performance is improving (or slipping!) Don't hide the numbers A common budgeting mistake is combining every part of the business into one set of figures. If your business has different divisions, locations, products or services, track each separately. This gives you the visibility to answer important questions: Which part of the business is making money? Which area is consuming cash? Where are margins shrinking? Which operation needs attention first? Without this visibility, profitable areas can end up subsidising poor performers without anyone realising. Profit matters, but it isn't the whole story Successful businesses also monitor the assets and commitments that tie up cash, including: Stock and materials Finished goods Work in progress Accounts receivable (debtors) Accounts payable (creditors) Research and development investment Capital expenditure Even small changes in these areas can significantly affect cash flow, regardless of reported profit. Review. Learn. Adjust. The real value of budgeting comes from reviewing it consistently. Each month, compare your actual performance against your budget by asking: What changed? Why did it happen? Is this temporary or part of a trend? What should we do next? Regular reviews help you identify issues early, respond quickly and make decisions based on facts rather than assumptions. Turn your budget into a decision-making tool Your budget should be a management tool that helps you invest confidently, improve cash flow and respond to changing business conditions. If it isn't helping you make better decisions, it's time to rethink how you plan, measure and manage your business. Ready to make your budget work harder? The right budget gives you more than numbers – it provides you with clarity, confidence and control. To build a practical budgeting and cash flow strategy tailored to your business, contact the Strategy360 team today.