[ Services ]

The numbers matter because of what you need to do next.

Tax returns, BAS, reporting and compliance need to be right.

But running a business also means deciding when to hire, what you can afford, how much cash to keep, whether to borrow, when to invest and what the owners should take from the business.

Those decisions rarely sit neatly inside one accounting service.

We bring the accounting, tax and commercial advice together so the people running the business can understand the position, talk through the options and decide what happens next.

Book an introductory call →See how we work

[ What we help with ]

Start with the question, not the service.

You do not need to know whether something belongs under tax, accounting, advisory or consulting before you speak with us.

Tell us what is happening in the business.

We will work out what needs to be looked at, which numbers matter and who from our team needs to be involved.

01

[ Tax & Accounting ]

Know where you stand before the deadline arrives.

The annual work still matters.

Your tax returns, BAS, financial statements and reporting need to be accurate, current and properly considered.

But the most useful tax conversation usually happens before the year is over — while there is still time to understand the position and consider the available options.

[ We can help with ]

  • Business tax returns
  • Company, trust and individual returns connected with business groups
  • BAS and GST
  • Tax planning
  • Financial statements
  • Division 7A
  • Fringe Benefits Tax
  • Business structures and restructures
  • Asset-protection considerations
  • ATO correspondence and liaison
  • Reviews of existing tax positions

[ What that can help you answer ]

  • How much tax are we likely to pay?
  • What should we deal with before 30 June?
  • Does the current structure still make sense?
  • What can the owners take from the business?
  • Is there anything in the accounts that needs attention before we lodge?
Explore Tax & Accounting →

02

[ Business Advisory ]

Understand what the business is telling you.

A set of accounts tells you what happened.

Good reporting should also help you understand why it happened and what deserves attention next.

Depending on the engagement, we work with owners throughout the year to review performance, cash, profitability and the decisions coming up.

[ We can help with ]

  • Management reporting
  • Cash-flow forecasting
  • Budgets and forecasts
  • Profit and margin analysis
  • KPI reporting
  • Scenario modelling
  • Business performance reviews
  • Owner drawings and distributions
  • Funding and capital planning
  • Business planning
  • Accountability and implementation

[ What that can help you answer ]

  • Why has revenue increased but cash has not?
  • Which parts of the business are actually making money?
  • Can we afford another employee?
  • What happens to cash if we buy the equipment?
  • How much does the business need to sell each month?
  • Are we getting better as we grow, or just getting bigger?
Explore Business Advisory →

03

[ Business Decisions ]

Some decisions deserve more than a quick answer.

There are points in a business where the decision in front of you is too important to make from the bank balance or a rough estimate.

That might be buying another business, bringing in a new owner, changing the way the group is structured or committing significant capital.

We bring together the financial information, modelling and tax considerations so you can see what the decision looks like before you make it.

[ We can help with ]

  • Business acquisitions
  • Financial due diligence
  • Business sales
  • Exit planning
  • Business valuations
  • Shareholder and ownership changes
  • Partner or shareholder buy-outs
  • Major investment decisions
  • Business restructures
  • Pricing and margin reviews
  • Finance and funding decisions
  • Board and management reporting

[ What that can help you answer ]

  • Can the business afford this acquisition?
  • What are we actually buying?
  • How should the transaction be structured?
  • What is the business worth?
  • Can one owner buy another out?
  • What needs to change before we sell?
  • What happens if this investment does not perform as expected?
Talk to us about a business decision →

04

[ Business Structure & Ownership ]

The structure should still suit the business you have today.

Businesses change.

Turnover grows. Assets accumulate. Families change. New owners come in. Risks change. What made sense when the business started may not necessarily be the right structure several years later.

We review structure in the context of the business, tax position, ownership and longer-term plans.

[ We can help with ]

  • Business structure reviews
  • Companies and trusts
  • Restructuring
  • Ownership changes
  • Asset-protection considerations
  • Succession planning
  • Shareholder arrangements from an accounting and tax perspective
  • Division 7A
  • Owner remuneration and distributions
  • Group structures

[ What that can help you answer ]

  • Does our current structure still make sense?
  • Where should new assets be held?
  • What happens if another owner joins?
  • How do we get money from the business to the owners properly?
  • What should happen before ownership changes?
Discuss your structure →

05

[ SMSF ]

Self-managed super, considered alongside the rest of your position.

An SMSF should not sit completely separately from the wider financial and tax picture.

Where an SMSF is appropriate, we can assist with its establishment, accounting, tax and ongoing administration while considering how it interacts with the owners and broader group.

[ We can help with ]

  • SMSF establishment
  • SMSF accounting
  • SMSF tax returns
  • Annual administration
  • Member reporting
  • Audit coordination
  • Rollovers and contributions from an accounting and tax perspective
  • SMSF-related tax matters

Where financial-product advice is required, that advice needs to be provided by an appropriately licensed financial adviser.

Explore SMSF services →

[ When the services come together ]

Most important business decisions touch more than one number.

Consider a business thinking about opening a second location.

It might start with:

Can we afford it?

But answering that properly could involve:

    • 01forecasting the additional revenue
    • 02estimating wages and occupancy costs
    • 03looking at working capital
    • 04determining how much cash the existing business can contribute
    • 05modelling finance repayments
    • 06considering the tax effect
    • 07deciding which entity should enter the lease
    • 08considering whether the owners can continue taking the same drawings
    • 09looking at what happens if the new location takes six months longer than expected to perform

That is why we do not expect clients to work out which service category they need before speaking with us.

The question comes first. The accounting, tax and modelling sit behind it.

[ The work throughout the year ]

Advice is more useful while there is still time to act.

Exactly how often we meet and what we review depends on the engagement and what the business needs.

For some clients, our role is primarily accounting, tax and annual planning.

For others, we are involved more regularly through management reporting, forecasting and working sessions with the owners.

  • 01

    Before the end of the financial year

    Understanding the expected tax position and considering anything that should be addressed before 30 June.

  • 02

    When the numbers change

    Looking at margins, wages, cash, overheads or other measures when performance begins moving differently from expected.

  • 03

    Before a significant commitment

    Working through the financial effect of a hire, equipment purchase, property, new location, acquisition, debt or other major commitment.

  • 04

    When the owners need to make a decision together

    Putting the same financial information in front of everyone, explaining the options clearly and helping the owners work through the implications.

  • 05

    When the plan changes

    Updating forecasts and expectations when the business performs differently from the original plan.

[ More than one owner? ]

Everyone should be working from the same information.

A business with several owners brings another layer to financial decisions.

Different people can have different:

  • expectations
  • risk tolerances
  • personal cash requirements
  • views on growth
  • timeframes
  • priorities

The accounting should help those conversations rather than make them harder.

We help put the numbers in a form everyone can understand, work through the financial implications of the available options and make clear what has actually been agreed.

The objective is not to remove disagreement. It is to make sure everyone is discussing the same facts.

[ The team behind the work ]

You should know who is looking after your business.

Your engagement is supported by the people needed to do the work properly.

That can include Directors, Managers, Senior Accountants and our Client Team depending on what is required.

You should have a clear point of contact.

Senior people should remain familiar with the business.

And when something important comes up, you should not have to explain the entire history again before the conversation can begin.

Meet the team →

[ Technology ]

Technology should create more time for advice, not less time with people.

We use Xero, connected systems, automation and AI to reduce repetitive work, improve information flow and make financial information easier to work with.

The technology is there to support the relationship. It does not make the decisions for you.

We still need to understand:

  • what the owners are trying to achieve
  • what is changing inside the business
  • what the numbers mean in context
  • which risks matter
  • what the available options actually look like

That requires people.

[ Client reviews ]

What clients say about working with us

5.0from 60+Google Reviews
Mitch isn't your typical accountant who just crunches numbers once a year—he's proactive, forward-thinking, and genuinely invested in our success. Whether it's structuring strategies, keeping us accountable, or just being available for a call when something urgent comes up, the support has been next level.
Ray Beaufils · Long-term client · Google review
I've had a great experience working with Wakefield Pacific — they're knowledgeable, responsive, and incredibly thorough. They explain things clearly, especially when it comes to Xero and cleaning up complex accounts. I always feel supported and confident that everything is being handled properly. Highly recommend to anyone looking for a reliable and trustworthy accountant.
Linda Kadar · Google review
Love Mitch and the team. My planning meetings are always helpful, insightful and useful. Relaxed, down to earth, relatable team. Love you guys!
Ali Worrall · Google review

[ Where do we start? ]

Tell us what is happening in the business.

You do not need to arrive with a list of services.

You might be thinking:

  • We are growing, but cash is getting tighter.
  • We want to hire but do not know what the business can afford.
  • The owners are taking money out and we need a better system.
  • We are considering another location.
  • We are looking at buying a competitor.
  • Our structure has not been reviewed for years.
  • We want better reporting throughout the year.
  • We have outgrown the relationship we have with our current accountant.

That is enough to start the conversation.

We will work through where the business is now, what is in front of you and what type of engagement makes sense.

Book an introductory call →See how we work

Start with the decision in front of you.

Tell us what is happening in the business and we will work out where we can help.

Book an introductory call →