A partner who knows your numbers — and your goals.

A growing consultancy came to us paying tax reactively each May, with surplus cash trapped in the operating company and no clear plan for the founders' wealth. We mapped the group, introduced a corporate beneficiary to smooth distributions, and built a quarterly tax-planning rhythm so decisions were made before 30 June, not after. Over two years we managed the Division 7A loan position, restructured shareholdings ahead of a partner buy-in, and stood up monthly management reporting the directors actually read. The result: predictable tax outcomes, a board pack that supports real decisions, and founders who finally understand where their money is going and why. They now treat tax as a lever they pull deliberately rather than a bill that lands.

A second-generation family business had grown into a tangle of entities — an operating company, a trust, a property holding entity — assembled piecemeal over fifteen years. Nobody could explain why money moved the way it did, and an unmanaged Division 7A position was quietly building risk. We unwound the loans methodically, documented compliant agreements, and reshaped the group so the trading risk sat apart from the family's property assets. Alongside the clean-up we introduced annual tax planning and a simple succession framework so the founders could hand over with confidence. The family now has a structure that protects what they've built, a clear line of sight on tax each year, and a plan for the next generation — without the anxiety that used to surface every reporting season.