A 12-month plan designed for new business owners who may want some extra guidance around business structure, accounting software setup and training, and more.

We will provide you with guidance and support on what you'll need to do to establish and commence running your new business

We can provide advice on the best business structure for your needs and take care of establishment and registrations

Set up your Xero file so it's optimised for you and give you initial training so you start off in the right way

Preparation of a budget tailored to your business and input into Xero so you can track how you're going

Starter pack

We prepare your BAS returns ready for you to review and pay. We also remind you of when and how much to pay, and even send an alert if you forget! Requires Xero.

Prepare BAS

If you would rather be doing something else, let us do your bookkeeping for you. We love coding and checking and you can relax knowing it's all done right, and on time. Requires Xero.

Bank reconciliation

Input and review of crypto investments per report generated by platform. If not managed/self-managed, please get in touch with our support team for further details.

Crypto

We'll set up your Xero file from scratch, then give you the training you need to use it to its full potential.

Xero setup & training

Input and review of rental activity per agent statement and additional receipts not included in statement e.g. home loan statements, depreciation report. 

If not managed/self-managed, speak to our support team for further details.

Property

Don't know what fringe benefit tax is? Learn about it in our FBT guide.

FBT return (annual)

We set you up with the right Xero subscription and manage your payments.

Xero monthly subscription

We set up your Xero file so it is optimised for you and your business.

Xero setup

An hour of training on how to use Xero to it's full potential.

Xero training

If you would rather be doing something else, let us do your bookkeeping for you. We love coding and checking and you can relax knowing it's all done right, and on time.

Large bank reconciliation

Manage costs, cashflow, and business risk in 2026 amid rising fuel costs and global tensions.

BUSINESS ADVICE  •  30 APRIL 2026  •  4 MIN READ

Rising energy costs and global tensions are increasing pressure on Australian businesses. Here’s what SME owners should watch to manage costs, cashflow, and risk in 2026.

What Australian businesses should watch as energy shocks raise recession risks

Australia entered 2026 under pressure. Higher interest rates, elevated operating costs, and slower growth had already narrowed margins for many businesses.  

Now, a new risk is building. The conflict in the Middle East is pushing oil prices higher, with flow-on effects expected across fuel, transport, and supply chains. For a country as reliant on long-distance logistics as Australia, those cost movements tend to move quickly into day-to-day operations.  

At the same time, there are growing concerns that sustained energy shocks could tip the broader economy toward a slowdown. Now, the focus is less on predicting what happens next, and more on recognising how these shifts begin to affect costs, cashflow, and decision-making.  

The current pressure is being led by energy and fuel costs, with global events feeding directly into business expenses across the country.  

Oil and fuel prices: Tensions in the Middle East have increased the risk of disruption to global oil supply. Even the possibility of constrained supply tends to push prices higher, which flows quickly into petrol, diesel, and transport costs.  

Energy costs across the system: Higher oil prices don't just affect fuel. They influence electricity generation, industrial energy use, and broader input costs, especially in energy-intensive sectors.  

Freight and logistics: As fuel costs rise, transport becomes more expensive. In Australia, where goods often travel long distances, this can significantly affect distribution, delivery, and supplier pricing.  

Flow-on to supplier pricing: Suppliers facing higher transport and production costs may begin adjusting prices, adding surcharges, or revising terms. These changes often appear gradually but can compound quickly across multiple inputs.  

These pressures are pushing operating costs higher, with energy acting as the starting point and flowing through multiple parts of the business.  

Australia's exposure to these pressures is different to many other markets. Distance, transport reliance, and energy use mean cost increases tend to move through the system quickly.  

Fuel is a large part of operating costs for many businesses, whether through direct use, freight, or distribution. When fuel prices rise, the impact is rarely isolated. It flows into deliveries, supplier pricing, and day-to-day operations across multiple sectors.  

There are also broader flow-on effects. Industries like construction, agriculture, and retail are particularly sensitive to changes in transport and input costs. Even small increases can compound across supply chains and affect final pricing.  

At the same time, not all sectors are affected in the same way. Energy producers and exporters may benefit from higher prices, but most SMEs are more exposed to rising costs than to any upside.  

This uneven impact means that while some parts of the economy may strengthen, many businesses are left managing higher costs without a corresponding increase in revenue.  

When energy costs start moving, the effects don't show up immediately in profit figures. Tracking the right areas early can help identify pressure before it builds.  

Margins: Rising fuel, freight, and supplier costs can gradually erode margins. Monitoring gross and operating margins regularly helps identify where profitability is starting to shift.  

Operating costs linked to fuel and transport: Changes in delivery, logistics, or travel costs can be an early indicator of broader cost pressure. These are often the first expenses to move when fuel prices rise.  

Cashflow forecasts: Updating forecasts more frequently can help account for rising costs and potential changes in revenue. This is especially important if pricing decisions or demand begin to shift.  

Supplier pricing trends: Patterns across supplier invoices can reveal broader cost increases. Multiple small adjustments often signal sustained pressure rather than one-off changes.  

Receivables and payment timing: If customers begin taking longer to pay, it can indicate tightening conditions across the market. Monitoring payment cycles helps avoid unexpected cashflow gaps. 

The direction of energy markets will play a key role in how this unfolds. Oil prices, in particular, tend to move quickly on new developments, and any sustained disruption can keep fuel and transport costs elevated for longer.  

For businesses, the timing and duration of these pressures matter as much as the initial increase. Short-term spikes can often be absorbed. Prolonged cost increases are more likely to affect pricing decisions, cashflow, and overall business viability.  

There are also broader flow-on effects to watch. If higher energy costs keep inflation elevated, it may influence interest rate decisions and borrowing costs. That adds another layer of pressure, particularly for businesses already managing tight margins.  

Rather than trying to predict outcomes, the priority is staying close to how these changes are showing up in your own numbers and adjusting early as conditions shift. 

Global events are outside your control. How quickly you see their effect on your business isn't. 

At Beany, our accountants can help business owners turn their financial data into clear insights, so they can respond earlier to these sorts of economic pressures.

Beany Resources delivered straight to your inbox.

Business advice

Prepare for tighter cashflow due to timing changes when Payday Super starts.

TAX  •  29 APRIL 2026  •  4 MIN READ

Payday Super is coming, but late customer payments could prevent small businesses from meeting its obligations. Discover the cashflow pressures and how to prepare for the new timing of super payments.

Why late payments could break Payday Super for small businesses

Most small businesses support Payday Super, but that doesn't mean it will be easy to manage when it comes into effect in July. Xero found 91% are in favour of the change, yet many are already expecting it to cause cashflow pressure.

The reason lies with how cash actually moves through a business. There's often a timing gap between when work is done, when invoices are sent, and when money arrives. That has always been there, but it hasn't always mattered in the same way it will once Payday Super starts.

With super about to be paid in line with each pay run, that gap becomes harder to absorb. What used to be manageable over a quarter now needs to be covered in real time.

Revenue that doesn't arrive neatly alongside payroll. It moves in delays, part-payments, and late invoices. 84% of businesses in Xero's survey believe late customer payments could stop them from meeting Payday Super obligations, with an average of $15,257 already lost over the last financial year due to late payments.  

That gap between what's been earned and what's actually in the bank is where the strain builds. On paper, the business can look profitable, but in reality, it may not have the cash available when obligations (like payroll and super) fall due.

Xero's survey data outlined how businesses expect to respond when money doesn't arrive in time for compliance obligations.

41% plan to delay paying other business expenses 

31% may use personal savings to meet obligations

31% are expecting to borrow to cover cash shortfalls 

These responses all point to the same underlying issue: cash inflows are not aligning with outgoing obligations.  

When customer payments are late, businesses have to prioritise which payments go out first. Payroll and super are fixed, non-negotiable outgoings. Other costs (suppliers, reinvestment, and owner drawings) are the ones that get adjusted.  

Over time, these adjustments change how long that cash can sustain the business. Delaying payments or using reserves extends coverage in the short term, but it also means the same cash balance is being relied on for longer than planned. With 84% of businesses believing late payments could affect their ability to meet Payday Super obligations, expected inflows cannot always be relied on to replenish that balance on time.  

As a result, the margin available to cover payroll and super becomes tighter, even if revenue has already been earned.

Under the current system, super is typically paid quarterly. That gives businesses more time to absorb delays in incoming cash. With Payday Super, these payments fall at the same time as wages which brings the obligation forward and reduces flexibility.

If customer payments are delayed, there will be less time to recover before payroll and super fall due. The same gaps that were previously manageable over a quarter now have to be covered within each pay run.

This is where the cash runway becomes more sensitive (the runway is based on how long a business can meet its obligations with the cash it has available). When obligations move closer together and inflows remain uncertain, that runway shortens.  

A business may appear to have sufficient cash based on expected payments, but if those payments arrive later than planned, the same balance has to cover more immediate payroll cycles, including super. This reduces the margin available to operate, even if overall revenue hasn't changed.

What to check before Payday Super starts 

Managing the potential cashflow pressures of Payday Super comes down to understanding how cash moves in your business.

Here are a few things to review in preparation for the new Payday Super obligations:

When cash is expected vs. when it actually arrives: Identify gaps between invoicing and payment, especially where delays are common.  

Work out the full cost of each pay run: Combine wages and super so each payroll cycle reflects the true outgoing.  

Calculate how many pay cycles current cash can cover: Use this as a working view of cash runway based on real obligations.  

Which customers are likely to delay payment: Look at patterns, not one-off delays.  

What happens if payments arrive late: Test whether payroll and super can still be met if key invoices shift by one to two weeks.

Payday Super doesn't change how much businesses owe, but it changes when they need the cash to be there. For those already dealing with delayed customer payments, that change makes timing more critical. Payroll and super become immediate obligations, while incoming cash can still move unpredictably.  

The challenge isn't understanding the rules, but making sure the business can meet them when they fall due.  

If you're unsure how Payday Super will affect your cash flow, it's worth mapping out how your inflows, payroll, and cash runway align before the new rules start.

 Why late payments could break Payday Super for small businesses

Miel Meyer on his family’s legacy, commitment to quality and what's churning for the next fifty years.

Business Spotlight •  13 April 2026  •  6 min read

We talk to Miel, CEO of Meyer Cheese, as he outlines his family’s legacy, commitment to quality and strategies for growth.

Beany Business Spotlight: 50 years of Meyer Cheese and building the next 50.

From a side hustle in the family cellar to award-winning dairy, Miel Meyer on heritage, craft, and what's churning for the next half century.

It started with a boy and a block of cheese. When Miel Meyer's father was young, his mother would send him to the local shop to fetch cheese for the family. That simple errand, the walk, the shop, the block wrapped and carried home left something lasting in him. Coupled with a childhood spent watching the local monastery make cheese from milk supplied by their own farm, a seed was planted that would take decades to fully bloom.

By the 1970s, that seed had become a side hustle. A trained engineer working for Philips, Miel's father missed working with his hands. So he started making cheese in the evenings and on weekends, selling it from the cellar of the family home. His wife, a teacher, kept the household steady while he found his footing. The first cheese was sold on the books in 1976, and that's the year Meyer Cheese was officially born. Miel arrived eight years later, born into a world already shaped by cheese. 

Fifty years on, that engineering instinct his father brought to the bench hasn't gone anywhere. Now retired for two decades, Meyer still joins his son for lunch most days and still makes his feelings known when a cheese falls short. "He'll let me know when a cheese is bad" Miel says with a smile. That perfectionism, that quiet insistence on doing it properly regardless of scale, remains the standard Meyer Cheese is built on.

And right now, that standard is being applied to something close to the family's heart. Meyer Cheese turns 50 this year, and Miel's goal for the milestone is the launch of a secret new whipped dairy product. A recipe his father has made at the end of every season for Miel's entire life. The story behind it is pure Meyer, when his mother first visited his father's family home as a teenager, she fell in love with this dairy product before she fell in love with her future husband. 

The launch is planned for October, as part of the opening of a new 800 square metre factory extension. The tagline Meyer Cheese is running with says it all: Est 1976 - 50 years. Building the next fifty.

That forward momentum runs through everything the business is doing. 2026 will also see the introduction of new formats designed to meet changing consumer needs for convenience and added value. Alongside that, Meyer Cheese is continuing their commitment to something increasingly rare: a completely preservative-free product line. No flavour numbers. No shortcuts. Clean labels that reflect how the Meyer Cheese products have always been made.

In a market where authenticity is increasingly easy to fake, Meyer Cheese is leaning into the real thing, farm visits, community engagement, and paddock-to-plate storytelling. Real experiences that no algorithm can manufacture.

As for what comes next beyond October? Meyer Cheese will enter its full range at the World Cheese Awards later this year. No New Zealand company has ever taken the top spot across more than four thousand entries.

And Miel’s favourite cheese dish? Garlic and chives, in a grilled cheese sandwich. Every time.

Meyer Cheese is the feature of this Beany Business Spotlight. Celebrating the businesses that know where they've come from and exactly where they're going.

Meyer Cheese has been working with Beany to take control of their financial future. With Beany's support, and in particular that of senior accountant Natalie, Miel has been able to step back from the day-to-day of the accounts and focus on what matters most: building the new factory, developing new products, and planning for the next 50 years. For the first time in decades, Meyer Cheese is looking forward, forecasting P&Ls and budgets with confidence rather than backward.

Thanks for your time, and for sharing your story - here’s to more awards and the next half century.

50 years of Meyer Cheese and building the next 50.

Business spotlight

Strategies for Australian seasonal businesses to manage peaks and slow months for year-round financial stability.

BUSINESS ADVICE  •  23 JANUARY 2026  •  5 MIN READ

Practical cashflow strategies for Australian seasonal businesses to manage peaks and plan for slow months to ensure financial stability year-round.

Strategic cashflow management for seasonal businesses

Seasonality is a common part of doing business in Australia. Weather, school holidays, tourism cycles, and construction slowdowns all create predictable peaks and troughs in cash flow. 

The challenge here is not avoiding seasonality, but managing it in a way that keeps the business stable, compliant, and confident through quieter periods.  This guide breaks down practical ways to plan for those fluctuations. 

Create a rolling 12 to 18 month cash flow forecast for a forward-looking view of how money is expected to move in and out of the business over time.

This longer view matters more for seasonal businesses because it captures at least one full cycle of highs and lows. It lets you see how strong trading periods need to support slower months and highlights when cash pressure is likely to appear before it becomes urgent. 

Modelling best-case, expected, and worst-case scenarios helps clarify how much buffer the business needs if sales fall short or costs rise unexpectedly. 

In Australia, the forecast should also account for the timing of the following:

These commitments arrive regardless of how quiet the business becomes. 

A cash reserve gives you the ability to cover expenses during slower periods without relying on short-term fixes. 

During peak trading periods, set aside a portion of profits specifically for future low-season costs. Many Australian seasonal businesses aim to save around 20% to 30% of peak-season profits to cover 3-6 months of fixed operating expenses, including rent, wages, loan repayments, and insurance. 

Keeping this reserve in a separate savings account creates a clear boundary between money available for day-to-day operations and money set aside to stabilise the business when income slows. 

A well-managed reserve also allows you to make calmer decisions, respond to unexpected changes, and maintain momentum through quieter months without compromising compliance or growth plans.

3. Adjust costs to match seasonal reserve

Start by identifying which costs can scale up or down throughout the year. Staffing levels, marketing spend, contractors, and discretionary subscriptions are common areas where flexibility can be built in. Shifting some costs from fixed to variable can significantly reduce pressure during the low season. 

It’s also worth reviewing whether certain expenses are still delivering value year-round. Tools, services, or campaigns that support peak periods may not be necessary when demand is lower. Pausing or adjusting them temporarily can help preserve cash without affecting long-term performance. 

Even small cost adjustments, when planned in advance, can improve cash resilience and reduce the need for reactive decisions during slower months.

While seasonality can't always be eliminated, some businesses can reduce volatility by creating income streams that extend beyond peak periods.

This might involve introducing off-season services, complementary products, or limited-time offers designed specifically for quieter months. For example, a tourism or hospitality business may package advance bookings, while a trade or service business might offer maintenance, planning, or consulting work outside peak demand. 

Payment structures can also play a role. Annual payment options, subscriptions, or retainers spread customer payments across the year rather than concentrating income into a short window. Taking deposits or pre-selling high-demand products and bookings can also bring cash in earlier and improve predictability. 

Even partial smoothing can reduce reliance on reserves or short-term finance during the low season.

5. Tighten credit control during peak periods

Busy periods can mask cashflow issues if payments are delayed. When sales volumes are high, credit control becomes even more important. 

Invoices should be issued immediately, with payment terms clearly stated and consistently applied. Delays at this stage can quickly compound, especially when a large portion of annual revenue is concentrated into a short window. 

For larger or higher-risk jobs, collecting deposits or full payment upfront can protect cashflow and reduce exposure. Some seasonal businesses also incentivise early payment by offering small discounts to encourage faster settlement.

Outgoing payments need just as much planning as incoming cash. The timing of payables can have a significant impact on cashflow during quieter months. 

Where possible, negotiate payment terms with suppliers that better align with when revenue is received. Extended terms or staged payments can help smooth cash outflows without damaging supplier relationships. 

Bulk purchasing can be effective ahead of busy periods, but only when it's carefully timed. Buying too early or overstocking can tie up cash that may be needed to cover fixed costs later in the season. Reviewing inventory levels and purchasing schedules helps ensure cash remains available when demand slows. 

Managing payables deliberately allows seasonal businesses to hold onto cash longer, reduce pressure during low-revenue periods, and avoid unnecessary short-term borrowing. 

Short-term finance can be a useful tool for seasonal businesses, but only when it's planned. Facilities such as overdrafts or working capital loans work best as deliberate bridges between busy and quiet periods, rather than emergency solutions. 

Used intentionally, finance can help cover timing gaps between income and expenses without disrupting day-to-day operations. Used reactively, it can create ongoing pressure long after the slow season has passed. 

Long-term debt is generally better suited for long-term investments, such as equipment, expansion, or infrastructure that supports growth. Using it to manage short-term cash shortfalls can lock the business into repayments that no longer align with revenue cycles. 

Reviewing performance regularly is especially important during transitions between busy and quiet periods. 

Comparing actual results against the cashflow forecast each month helps identify issues early, while there is still time to adjust. Small gaps can be managed with minor changes, whereas late action can force difficult decisions. 

Tracking key metrics such as debtor days, creditor days, gross margins, and inventory turnover provides early signals if cashflow is tightening. These indicators help businesses respond proactively rather than reacting once cash is already under pressure. 

Seasonal income can make tax obligations feel unpredictable, particularly when payments are due during slower months. Setting aside money for tax as income is earned helps avoid cashflow shocks later. 

In Australia, this includes planning ahead for BAS, PAYG instalments, and income tax. Treating tax as a regular cost makes cashflow easier to manage and reduces the need for payment plans or last-minute adjustments. 

Seasonality doesn't have to create instability. The key is planning ahead. When systems are in place, busy periods can be used to strengthen the business. 

Beany supports Australian businesses with cashflow forecasting, tax planning, and ongoing financial clarity, helping owners make informed decisions no matter the season. If you’re looking for an accountant for your business, get in touch or book a call with us.

 Strategic cashflow management for seasonal businesses

Review your mid-year performance and plan the next six months ahead of year-end.

BUSINESS ADVICE  •  20 JANUARY 2026  •  4 MIN READ

Use the mid-year Q3 point to review performance, spot changes, and plan the next six months before EOFY pressure builds.

Mid-Year Q3 Check-in for Australian Businesses

For Australian businesses with a June year-end, Quarter 3 is one of the most important reflection points of the year.

You have half a year (or more) of results behind you and a narrowing window to shape how the year finishes. This makes it an ideal moment to pause, reflect on what the first six months have delivered, and make informed adjustments before the final stretch.

A mid-year check-in is less about resetting everything and more about deciding what deserves your focus for the remaining months.

By this point, you have at least six months of real data behind you. The holiday period has passed, operational rhythm is returning, and there's still time to influence outcomes before EOFY decisions are locked in. 

Handled well, a Q3 check-in can highlight risks early, surface opportunities you still have time to act on and prevent rushed decisions in May and June. 

1. Evaluate progress against your financial year goals

Goals set at the start of the financial year are often based on assumptions that may no longer apply. 

At the mid-year point, review how the business is tracking against those goals. Are they still realistic? Are they still relevant? 

In some cases, it may make sense to adjust targets or reset expectations based on what the last six months have shown. Making changes now allows you to focus on achievable outcomes for the remainder of the year.

Margins and profitability as costs have shifted

If your bookkeeping has fallen behind, Q3 is a good time to catch up.

Outstanding reconciliations can make it harder to understand your true financial position. Bringing records up to date now reduces pressure as EOFY approaches and means that any decision you make for the rest of the year is based on accurate and current information.

Tax planning is most effective when it's done early. A mid-year review is a good opportunity to talk to your accountant about potential tax planning options while there is still time to act. 

This can help avoid last-minute decisions and provide more control over outcomes at the end of the financial year. It's also a chance to prepare for upcoming changes, such as Payday Super, and understand how they may affect cash flow and payroll processes. 

4. Check how your systems and workflows are performing

Six months into the year is a good time to assess how smoothly the business is running day to day. 

Review workflows, systems, and processes that may be slowing things down or creating unnecessary manual work. Small changes to the way work is done can improve efficiency, reduce costs, and free up time as the business moves through the second half of the year. 

This is also a useful point to identify any growth opportunities or cost-saving measures that weren't obvious earlier in the year. 

Manual processes that are time-consuming or repetitive

Bottlenecks caused by team capacity or approval processes

Reporting or data collection that’s taking longer than it should

5. Consider what's changed since the start of the financial year

The business environment rarely stays the same for a full year. Consider whether there have been changes in the market, your customer, or the wider economy since the start of the financial year. 

These changes may require adjustments to how the business operates or where it focuses its efforts. Some strategies may need refining, while others may be worth continuing or expanding. 

6. Set clear actions for the remaining months

A mid-year check-in should end with a plan. 

Based on what you have learned from the first half of the year, this might involve refining targets, adjusting pricing or cost structures or prioritising a small number of operational improvements.

Clear actions make it easier to stay focused and avoid rushed decisions as EOFY approaches. 

A mid-year check–in is a simple way to turn 6 months of experience and data into more confident decisions for the rest of the year.

While most of this review can be done internally, having an accountant involved for the financial aspects can provide extra clarity on areas such as working capital efficiency, profitability trends across product lines or business units, and key metrics like gross margin.

Taking the time now to review performance and plan ahead helps your business stay on track and well-positioned for the remainder of the year.

 The mid-year (Q3) check-in Australian businesses shouldn't skip

Learn how Payday Super will tighten employer obligations in 2026.

INDUSTRY NEWS  •  8 DECEMBER 2025  •  1 MIN READ

Learn how Payday Super will tighten employer obligations in 2026, including the new seven-day fund-receipt rule and the significant four-month transition cost impacting business cashflow.

Payday Super will demand faster payments and stronger cashflow planning

From 1 July 2026, the way Australian employers pay superannuation will fundamentally change. Under the new Payday Super system, employers will no longer follow quarterly payment schedules. Instead, Super will need to align with each pay cycle.

These changes will have major cashflow and compliance implications for businesses, particularly smaller-sized operations. Here’s what’s changing and how to prepare.

How quarterly super currently works and why it has given businesses breathing room

The current structure has long provided a practical buffer for small businesses, allowing them to process wages, wait for incoming revenue, and manage fluctuations in cashflow before meeting the Super Guarantee (SG) deadline. The three-month window also absorbs delays caused by late invoices, seasonal downturns, and administrative catch-up. 

That quarterly cycle has been an essential part of maintaining stable cashflow. However, that buffer will disappear under Payday Super.

From the start date, employers will no longer wait until the end of the quarter to pay SG. Super will need to be paid in line with each payroll cycle.

The new seven-day fund-receipt requirement

The most significant compliance change is the seven-day rule, which requires the employee's super fund to receive the super contributions within seven days of payday.  

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