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[ How We Work ]
You should know what happens throughout the year.
A good accounting relationship should not feel like a collection of deadlines and unexpected conversations.
You should know who is responsible, what we are working on, when we are meeting and what needs to happen next.
That is where accountability, clarity and structure come into the relationship.
[ 01 ] Getting started
We start by getting our head around the business.
We want to understand how the business makes money, where cash is committed, how the owners take money out, how the entities fit together and what decisions are already coming up.
We review the accounting records, tax position, structure and reporting so we know what needs attention first.
We arrange the transfer of records, confirm responsibilities and agree the scope and immediate priorities. Future conversations should be able to start with the question in front of you.
[ 02 ] During the year
The timing depends on what the business needs.
Some clients need a couple of planned meetings during the year.
Others need management reporting, tax-planning conversations or more regular involvement because the business is changing quickly.
And some of the most useful conversations happen because something has come up that cannot wait until the next scheduled meeting.
We agree the accounting and tax work, reporting, planned meetings and support before we start. You should know when work is due and how we will keep you informed.
[ Your first year ]
Illustrative example
The work runs together.
Not one thing at a time.
Picture a business joining in January, with quarterly reviews agreed as part of its scope. The first priorities take shape while the records stay current, reviews continue and important decisions get attention. This is one possible year—not a standard package or a promised schedule.
January start
Foundation
January–March
Current information
Every week
Review & BAS
Quarterly
Strategic milestones
Seasonal
January–March
90 Days to Clarity
Discovery and a review of the business establish the financial position, goals and issues that need attention. Records, systems and responsibilities are aligned, with a practical 90-day action plan. This is one possible starting point, not a required timetable for every client.
Foundation
Discovery and a review of the business establish the financial position, goals and issues that need attention. Records, systems and responsibilities are aligned, with a practical 90-day action plan. This is one possible starting point, not a required timetable for every client.
Current information
From week one, the client or their bookkeeper keeps transactions and reconciliations up to date each week. We agree how current information reaches our team and review the reporting within scope. Day-to-day bookkeeping remains with the client or their bookkeeper; it is not included as a general service.
Review & BAS
In this example, quarterly BAS preparation and lodgement are paired with a sit-down review with a senior adviser. The conversation covers cash flow, the measures that matter, tax and agreed next-quarter actions. The review timing is agreed; BAS is lodged to the applicable deadline, which may fall after the quarter ends.
In this example, quarterly BAS preparation and lodgement are paired with a sit-down review with a senior adviser. The conversation covers cash flow, the measures that matter, tax and agreed next-quarter actions. The review timing is agreed; BAS is lodged to the applicable deadline, which may fall after the quarter ends.
In this example, quarterly BAS preparation and lodgement are paired with a sit-down review with a senior adviser. The conversation covers cash flow, the measures that matter, tax and agreed next-quarter actions. The review timing is agreed; BAS is lodged to the applicable deadline, which may fall after the quarter ends.
In this example, quarterly BAS preparation and lodgement are paired with a sit-down review with a senior adviser. The conversation covers cash flow, the measures that matter, tax and agreed next-quarter actions. The review timing is agreed; BAS is lodged to the applicable deadline, which may fall after the quarter ends.
Strategic milestones
Where tax planning is included, we estimate the expected tax position and discuss available actions while there is still time to act before 30 June. Decisions are considered alongside cash needs and the wider business position—not tax alone.
With records kept current through the year, preparing the prior-year financial statements and tax returns should involve fewer missing records and fewer surprises. September is an example of when this work might be completed; preparation and lodgement follow the client's agreed scope and actual lodgement schedule.
Year two begins with the same rhythm and a sharper plan.
Illustrative example only. Actual timing and deliverables depend on client scope, lodgement schedules, and statutory deadlines.
[ 03 ] The meeting
You should leave knowing what happens next.
01
Before the meeting
We review current numbers, what has changed, the relevant tax position, previous actions and upcoming decisions before the conversation starts.
You should not need to spend the first half of the meeting bringing us up to speed.
02
During the meeting
We work through what happened, what matters, the options and risks, then agree the decisions and actions.
Where there are several reasonable options, we explain the trade-offs and tell you what we think.
03
After the meeting
We record the agreed actions, who is responsible, deadlines and the work our team needs to complete.
We follow up on agreed actions and return to them at the next meeting, so everyone knows what happened and what still needs attention.
[ 04 ] Before you commit
Some decisions are too important to discuss after the paperwork is signed.
- Hiring someone
- Buying equipment
- Borrowing
- Taking money out of the business
- Changing ownership
- Making a significant investment or commitment
If a decision affects cash, tax, ownership or what the business can afford to do next, we would rather discuss it before the commitment is made.
[ Tax planning ]
Tax planning is more useful before 30 June.
Where tax planning forms part of the engagement, we estimate the expected position while there is still time to consider the available options.
The detailed accounting and tax work still needs to be done properly, but the useful conversation happens before the final return is prepared.
[ 05 ] The information
You should not be making today's decisions from last year's numbers.
The information needs to be current enough and accurate enough to be useful.
Depending on the engagement, that may mean reviewing profit, cash, debtors, margins, wages, commitments, forecasts or other measures that matter to the business.
The exact reporting depends on what the owners need to understand and what decisions are being made.
[ 06 ] The relationship
You should know who is looking after your business.
You'll have a clear point of contact responsible for the relationship, with senior people involved where their judgement is needed and a wider team supporting the work behind it.
The people speaking with you should know the business and the history behind the question. When you call, you should not need to start the story again.
You should know whether something has been received, who is dealing with it and when you can expect to hear back.
[ More than one owner? ]
Everyone should understand the same position.
Owners do not always want the same thing.
One person might want to reinvest. Another might want to reduce debt. Another might want to take more money from the business.
They do not have to agree on everything. But they should be making the decision from the same financial information.
Our role is to explain the numbers, the options and what each choice could mean for the business.
[ 07 ] What sits behind the advice
The advice relies on the accounting work behind it.
Financial statements, tax returns, BAS, tax planning and the other agreed work still need to be accurate and completed properly.
The conversations are only useful if the numbers behind them can be relied on.
[ Technology ]
Technology should create more time for advice, not less time with people.
We use Xero, connected systems, automation and AI where they reduce repetitive work or improve the information available to the team.
They support the work. They do not replace professional judgement or the conversation with the client.
[ Other advisers ]
Sometimes another adviser needs to be in the room.
A significant decision may involve a lawyer, finance broker, financial adviser or another specialist.
Where appropriate and authorised, we work with them so the accounting and tax position is considered alongside the broader decision.
We stay within our professional scope.
[ The engagement ]
We agree the work before we start.
The proposal sets out the work included, the meeting and reporting expectations, the people involved and the fee.
Not every client needs the same level of support.
[ Start the conversation ]
Tell us what's happening in the business.
Tell us what is coming up, what needs attention and what you want from your accountant.
We'll explain how we would approach it and what should happen next.