How to Guides

Plumbing businesses are often misunderstood from the outside. People see vans, tools, emergencies, and call outs. But the real value lies in the workflow, the repeat customer base, the licensing, the capability of the team, and whether the business can maintain steady, profitable work without the current owner on the tools.   Buy the right plumbing business and you gain an essential services operation with stable demand, resilient revenue, and long term customer relationships. Buy the wrong one and you inherit volatile cash flow, unreliable labour, and a work pipeline that disappears once the owner steps away.   The Market in 2025   Plumbing is a twenty two billion dollar industry supported by both construction activity and essential repair work. While new housing construction has softened and dragged installation revenue down, repair and maintenance remain strong and stable. The industry report notes on page sixteen that drainage work, unblocking pipes, clearing obstructions, and emergency call outs create consistent income even when construction slows.   Inflation has increased purchase costs for materials and fittings, but businesses have largely passed these increases on to customers. Labour remains the most significant expense, and shortages of qualified tradespeople continue to impact wages and margins across the sector.   The long term outlook is stable. Population growth, ageing housing stock, ongoing renovation activity, and recurring drainage issues ensure dependable demand. Weather events and insurance related repairs further stabilise income for well positioned plumbers.   Why Plumbing Businesses Attract Serious Buyers   Buyers move into plumbing for three clear reasons.   First, the work is essential. Blocked drains, leaks, burst pipes, broken fixtures, and compliance issues all require immediate attention regardless of economic cycles.   Second, margins can be strong when workflow is disciplined. Businesses managing labour effectively and focusing on higher value work consistently outperform less structured operators.   Third, customer retention is high. Homeowners and property managers often return to plumbers they trust, creating recurring revenue that compounds over time.   Step 1: Understand What You Are Really Buying   A plumbing business is not a toolbox and a van. It is a licensed service capability with systems and relationships that allow work to flow consistently.   The assets that matter Licences, accreditations, and regulatory compliance Customer base split across residential, commercial, and strata clients Skilled tradespeople or subcontractors with reliable performance Equipment, vehicles, and specialised tools Job management systems for scheduling, quoting, and invoicing Supplier relationships and pricing for materials and fixtures If the business relies entirely on the owner for quoting, technical work, and customer relationships, the operation is not transferable without major transition risk.   Step 2: Stress Test Demand and Service Mix   The plumbing industry’s strength lies in its balance of emergency work, routine maintenance, and installation. Repairs remain stable even when building activity falls. The report emphasises that unblocking drains, clearing obstructions, and other emergency services sustain revenue in downturns, supporting businesses that focus on essential repair work.   Key demand drivers Age of housing stock and frequency of repair needs Weather events impacting drainage and roofing systems Renovation activity and bathroom or kitchen upgrades Local demographics and density of property managers Commercial and strata maintenance cycles What to analyse in your target business Whether revenue is balanced across emergency, maintenance, and installation Whether the business relies heavily on one customer or site Whether workflow is seasonal or consistent year round Whether pricing reflects rising fuel and material costs Whether the business operates in a catchment with strong housing turnover A plumbing business with diversified service types and a steady maintenance base is far more resilient than one focused mostly on construction work.   Step 3: Follow the Earnings Levers   Plumbing profitability depends on labour efficiency, job mix, and operational discipline.   The levers that shape earnings Labour utilisation and time per job Ability to charge premiums for after hours or emergency work Pricing discipline and margin protection Travel time and geographical clustering of jobs Material cost management and supplier pricing Capability to allocate jobs according to skill level, not owner availability The industry report notes that rising input costs across fittings, pipes, and materials have pressured margins, especially for installation work. Businesses that pass these costs on, schedule efficiently, and focus on repair work tend to perform more strongly in volatile markets.   Due Diligence Checklist for First Time Buyers   Financials Analyse two to three years of monthly revenue and job categories Identify the contribution of emergency versus scheduled work Review labour costs and subcontractor agreements Check add backs to ensure the true profitability is clear Evaluate customer payment patterns and any outstanding debts Operations and Labour Confirm licences and accreditations required for specialised work Review job management systems and administrative processes Inspect service vehicles and equipment condition Assess staff capability, retention, and training levels Review average response times and customer satisfaction Clients and Market Position Map out customer concentration and segment breakdown Review reviews, complaints, and online reputation Analyse referral rates and long-term customers Identify commercial or strata clients that provide stable work Check alignment with insurance companies for emergency call-outs Compliance and Risk Confirm safety and regulatory compliance for all services offered Review documentation for gas fitting, drainage, or roofing work Ensure appropriate insurance coverage Assess whether the business meets local water authority requirements Red Flags That Should Slow You Down Heavy dependency on the owner for quoting, approval, and key technical work Poorly documented systems and lack of job history records High staff turnover or reliance on unqualified labour Revenue dominated by low margin installation rather than repair work Outdated vehicles or tools with large upcoming capital demands Customer concentration in one contractor or site No strategy for dealing with rising material or fuel costs Two red flags justify renegotiation.   Three should prompt you to walk.   What To Do Next   Begin reviewing active plumbing businesses across a variety of regions and service mixes. Compare how they balance emergency call outs, repair work, installations, and maintenance contracts. Look closely at labour structure, workflow efficiency, and customer types. The strongest operators are those that remain stable through economic cycles, manage costs tightly, and hold diversified service capabilities.   When you can recognise a plumbing business with disciplined workflow, skilled labour, a strong recurring client base, and systems that operate without owner dependence, you will be prepared to move quickly and confidently. High performing plumbing businesses attract serious buyer interest because the model is difficult to replicate from scratch.

A gutter cleaning business looks simple enough from the street. A ladder, a blower, a vacuum system, and a steady flow of residential and commercial jobs. But the real value lies in the reliability of the workflow, the safety systems, the access to recurring maintenance clients, and the operational discipline required to manage seasonal surges in demand.   Buy the right gutter cleaning business and you gain a recurring revenue service with predictable annual cycles, low capital requirements, and strong customer retention. Buy the wrong one and you inherit safety risks, weak client records, and a business that only works when the current owner answers the phone and climbs every roof.   The Market in 2025   Gutter cleaning sits within the broader plumbing and roofing maintenance ecosystem and is supported by ongoing repair work that remains steady regardless of construction cycles. The plumbing industry as a whole generates more than twenty two billion dollars in annual revenue, and although installation work has recently slumped due to weaker housing construction, maintenance and repair activities remain stable and high in demand .   Page sixteen of the industry report notes that drainage and roofing work, which includes gutter clearing and water flow restoration, continues to provide a consistent revenue stream even when construction activity weakens. The use of electric eels and water jetters to clear blockages reflects the ongoing demand for minor maintenance tasks that households prioritise regardless of economic pressures.   Seasonal weather patterns influence demand strongly. Heavy rains, storms, and falling debris drive spikes in bookings, particularly in the eastern states. Insurance related emergency call outs also help stabilise revenue because clearing blocked gutters is essential for preventing roof leaks and property damage.   Looking ahead, growth in residential property numbers and increased attention to preventative maintenance are expected to underpin continued demand for gutter cleaning services.   Why Gutter Cleaning Businesses Attract Serious Buyers   Buyers are drawn to this niche for three reasons.   First, the service is essential. Gutters fill, water overflows, and damage occurs. Homeowners and property managers rarely delay repairs because consequences are immediate.   Second, the business model offers recurring revenue. Many customers schedule annual or biannual cleans, creating predictable income and easier forward planning.   Third, operating costs are low compared to other trades. Tools, ladders, vacuums, leaf blowers, and safety equipment are inexpensive to maintain. Labour is the primary expense, and workflow scales efficiently.   Step 1: Understand What You Are Really Buying   You are not buying a ladder and some tools. You are buying a customer base and a workflow system.   The assets that matter A solid roster of recurring clients in specific service areas Documented safety procedures and proper working at heights compliance Equipment suitable for roof access and debris removal A booking system, customer history, and service records A strong local reputation that attracts referrals Reliable subcontractors or trained staff if the business does not rely solely on the owner The strength of the customer base determines the stability of future revenue far more than the equipment list.   Step 2: Stress Test Demand and Territory   Demand for gutter cleaning is hyper local. Suburbs with dense tree cover, ageing roofs, and higher rainfall produce consistent, predictable work.   Key demand drivers Weather patterns and storm season behaviour Local housing density and average roof age Property manager and strata maintenance cycles Homeowner awareness of preventative maintenance Insurance related demand, especially pre storm inspections The industry report shows that households continue to prioritise emergency repairs even when discretionary spending is low, providing stability for service providers in the maintenance niche. This includes unblocking drains and clearing obstructions that affect water flow, both of which relate directly to gutter issues.   What to analyse in the target business Whether most revenue comes from one-off jobs or recurring cleans Whether the client base is concentrated in a narrow territory Whether the business is highly seasonal or balanced through additional services Whether competition in the area relies on undercutting or differentiates through quality Whether there is scope to expand into commercial work or strata portfolios Location determines both opportunity and workload consistency.   Step 3: Follow the Earnings Levers   Gutter cleaning margins depend on efficiency, safety, and the capacity to complete multiple jobs per day.   The levers that shape profitability Labour efficiency and time per job Travel time between bookings and clustering of territories Weather delays and rescheduling practices Equipment reliability and maintenance of vacuums and blowers Upsell opportunities for minor repairs, downpipe clearing, and roof inspections Input costs in the plumbing and maintenance sector have risen due to supply chain pressures, including materials and equipment used in drainage and roofing work. Operators who control labour costs and streamline job scheduling outperform those with inconsistent workflows .   Due Diligence Checklist for First Time Buyers   Financials Review two or three years of monthly revenue and job counts Identify the ratio of recurring customers to one off bookings Match staff wages to job volume to confirm labour efficiency Check for seasonality patterns that may affect cash flow Confirm whether call out fees or emergency tariffs contribute significantly to profit Clients and Market Position Analyse the proportion of residential, strata, and commercial clients Evaluate customer reviews, complaints, and referral sources Review cancellations and rebooking behaviour Assess the quality of client data and frequency of routine follow ups Operations and Safety Inspect equipment and replacement cycles Review safety documentation for working at heights compliance Check training levels for staff or subcontractors Confirm insurance coverage appropriate for roof work Evaluate job scheduling systems and time management Territory and Competition Map high density suburbs with heavy foliage Identify competitors and compare pricing or service tiers Evaluate barriers to entry and local brand recognition Review opportunities for expansion into roof inspections or minor gutter repair Red Flags That Should Slow You Down Incomplete safety documentation or lack of working at heights compliance Customer base dominated by once off clean ups rather than recurring work High staff turnover or over reliance on untrained subcontractors Revenue concentrated in short seasonal peaks with long troughs Poor online reputation or unresolved service issues Equipment in poor condition with immediate replacement costs Owner dependent operations with no transferable systems or processes Two red flags should prompt renegotiation.   Three should prompt a step back.   What To Do Next   Start reviewing active gutter cleaning businesses across different regions to understand service positioning, pricing, and customer behaviour. Compare response times, reputation, frequency of booking, and service mix. Look closely at how operators manage workflow because the most profitable gutter cleaning businesses focus on efficiency, safety, and recurring contracts.   When you can identify a business with a strong recurring client base, disciplined safety practices, consistent demand, and reliable equipment, you will be ready to move confidently. Well run gutter cleaning businesses rarely stay on the market long because the model delivers stable revenue with low overheads.

Water transport services look simple from a distance. A vessel, a route, a timetable, and a steady flow of passengers. But the real value is not the boat or the wharf. It is the licences, the route access, the reliability record, the cost structure, and the ability to operate profitably through volatile demand cycles.   Buy the right water transport business and you step into a high barrier industry supported by tourism, commuter demand, and long term structural contracts. Buy the wrong one and you inherit high fuel costs, regulatory risk, and a service schedule that only works when the current owners are keeping everything afloat themselves.   The Market in 2025   The Water Passenger Transport industry generates about 1.6 billion dollars in annual revenue, with margins near nine percent. Profitability rebounded sharply after the pandemic, supported by strong tourism recovery and operators successfully passing on higher fuel costs to passengers. This pattern is shown in the report’s Executive Summary, where rising diesel prices from 2022 forced operators to increase fares but demand held firm, creating a positive shift in margins.   Passenger volumes collapsed during lockdowns, but the return of international and domestic tourism drove a powerful rebound through 2022 and 2023. Although growth has now stabilised, demand for both commuter ferries and tourist services has returned to predictable long term patterns.   Looking forward, the outlook is supported by rising household discretionary income, ongoing tourism growth, and major vessel upgrades like the Spirit of Tasmania fleet expansion. Environmental requirements are tightening, with future government contracts expected to prioritise low emission vessels, reinforcing the need for modernisation across the sector.   Why Water Transport Businesses Attract Serious Buyers   Buyers come into this space for three reasons.   First, barriers to entry are high. Route licences, mooring access, safety certification, and government contracts make new competition difficult, giving established operators defensible positions.   Second, demand is diversified. Tourist volumes, local commuters, long distance passengers, and event related services provide multiple revenue streams.   Third, long term contracts create predictable earnings. Many operators secure multi year government agreements for ferry routes, providing stable utilisation and shielding them from some volatility.   Step 1: Understand What You Are Really Buying   You are not buying a boat. You are buying the right to operate.   The assets that define the business Route licences, permits, and any government backed contracts Wharf access or mooring rights, which are scarce and highly protected Vessel condition, age, engine hours, and compliance status Operating systems for scheduling, staffing, and safety Passenger volumes and mix across tourism, commuters, and private hire Cost structure, especially fuel, wages, and maintenance If the licences or access rights are not secure, the business cannot operate as advertised.   Step 2: Stress Test Demand and Market Position   Demand for water transport is shaped by geography, tourism, and commuter behaviour. The industry report highlights that over sixty percent of operators are based in New South Wales and Queensland due to their coastal geographies and ferry dependent cities. Sydney, Brisbane, Perth, and major tourist destinations create structural demand that is difficult to disrupt.   Key demand drivers International and domestic tourism volumes Household discretionary income levels Commuter reliance on ferries in major cities Local geography, including access routes and harbour configuration Age demographics, with travellers over 55 representing the strongest passenger cohort What to analyse in your target business Whether demand is driven by tourism, transport necessity, or a mix Whether the service competes with land based options Whether the operator can adjust capacity in off peak periods Whether the region is exposed to seasonal volatility or weather based disruptions Tourist reliant routes show higher volatility but also higher upside. Commuter routes offer stability but require strong regulatory and contractual footing.   Step 3: Follow the Earnings Levers   Water transport operators do not make money because the route is scenic. They make money by controlling the two largest cost centres and maintaining steady utilisation.   The levers that shape profitability Fuel efficiency and ability to pass fuel price changes to customers Vessel utilisation by time of day and by season Labour efficiency and crewing requirements Maintenance schedules and unexpected repair risk Pricing flexibility, especially on tourist oriented services Contract terms that secure revenue against demand dips The report shows that fuel costs remain the dominant expense for operators, and many successfully increased fares during the fuel spike of 2022 without discouraging demand. This creates clear signals about pricing power in well positioned routes.   Due Diligence Checklist for First Time Buyers   Financials Review two to three years of monthly passenger numbers and revenue Reconcile revenue with ticketing or manifest systems Identify how much earning stability comes from contracts versus discretionary travel Separate performance of commuter, tourist, charter, and long distance segments Model the cost impact of fuel price spikes and maintenance cycles Licences and Access Verify all operating licences, route permissions, and government contracts Confirm any contract renewal timelines and performance obligations Check wharf access, berthing rights, and exclusivity terms Review compliance with the National Standard for Commercial Vessels Fleet and Assets Inspect vessels for hull condition, engine hours, and compliance Review survey certificates, safety audits, and maintenance logs Assess upcoming replacement costs for engines and safety equipment Evaluate the suitability of vessels for current and future regulatory standards Operations and People Review crew qualifications and labour structure Check ability to scale down or adjust schedules in off peak periods Assess systems for navigation, safety, and operational efficiency Analyse cost exposure to wage levels and staff shortages Red Flags That Should Slow You Down Licences that are unclear, disputed, non transferable, or expiring soon Wharf access that depends on informal agreements High maintenance vessels with ageing engines and irregular service logs Passenger volumes heavily dependent on one demographic or season No ability to increase fares despite fuel and wage inflation Heavy reliance on owner operated crewing or scheduling Contractual obligations that are costly or difficult to meet Two red flags justify renegotiation.   Three should prompt a step back.   What To Do Next   Start reviewing live water transport service listings to understand how different operators position themselves. Compare commuter routes with tourism focused services, and analyse pricing, vessel type, access rights, capacity, and seasonality. Look closely at operator concentration in your target region, because geography determines both demand and competitive intensity.   When you can identify a business with secure access rights, predictable passenger flow, compliant vessels, and a disciplined cost structure, you will know you are ready to move confidently. High performing water transport services rarely stay on the market long, because the value lies in assets that are extremely difficult to replicate.

Let’s get one thing straight, valuing a café isn’t about feelings.   It’s about facts, numbers, and proof that the business can make money without you losing sleep.   You might love your café.   You might think it’s worth half a million because you built it from scratch.   But guess what?   The market doesn’t care about how hard you worked.   The market only cares about profit.     Here’s the Truth: The Value’s in the Profit, Not the Coffee   When buyers look at a café, they don’t see your décor, your latte art, or your Instagram following.   They see cash flow.   That’s what drives the sale price.   Most small cafés in Australia sell for between 1.5 and 3 times their annual net profit.   Here’s a quick reality check: Annual Profit Typical Sale Range $80,000 $120,000 to $240,000 $120,000 $180,000 to $360,000 $200,000 $300,000 to $600,000   So if your café clears $100k a year after wages, rent, and expenses, it’s probably worth around $200k to $300k.   That’s it. No fairy dust, no “potential,” no emotional premium.   You can see what the market’s doing by checking cafés for sale in Australia right now.   If your concept skews coffee-first with a lighter kitchen, compare current coffee shop businesses for sale.     Stop Guessing and Start Measuring   Valuation is a formula, not a fantasy.   Here’s how you do it step-by-step.   Prefer established playbooks and supplier terms, review franchise opportunities in Australia.     1. Get Your Financials in Order   Buyers want to see clean, honest books.   That means your profit and loss statement, BAS, and wage records must line up.   If you’ve been running a bit of cash off the books, fine, but don’t expect anyone to pay you for it.   Buyers don’t value invisible income.   Need a reality check? Compare with café businesses for sale in Sydney or café businesses for sale in Melbourne to see how pricing stacks up.     2. Identify the Owner’s Earnings (SDE)   This is the big one.   Seller’s Discretionary Earnings (SDE) means how much money the owner actually takes home, including wage, profit, and any personal expenses through the business.   That’s your baseline.   That’s what a buyer is buying.     3. Apply the Multiple   Most cafés sell between 1.5x and 3x SDE.   Here’s what affects that multiple: Location (prime spots like Sydney café listings command higher prices). Lease quality (a solid lease with renewal options adds value). Staff structure (a café that runs without you is worth more). Brand and reputation (repeat customers and Google reviews increase appeal). Equipment condition and fit-out quality. If you’re running something regional, like a café for sale in Byron Bay or Sunshine Coast café, lifestyle demand can also lift the multiple.   Outside the east coast, benchmark multiples using Perth café businesses for sale.   You can also scan Adelaide café listings for regional pricing signals.   For island market dynamics, review Hobart café businesses.   Government-driven catchments can differ, see Canberra café businesses for sale.     4. Add the Assets   If you’ve got top-end machinery or furniture, that’s a bonus.   But don’t expect dollar-for-dollar return. Buyers value earning power, not shiny toys.   If your espresso machine cost $25k, great. If it’s five years old, it adds a few grand to value, not $25k.   For comparison, check listings for cafés for sale in Queensland and see how asset values vary by setup and age.   If your model leans toward a larger kitchen and service footprint, compare restaurant businesses for sale.     Don’t Confuse Turnover with Profit   This one’s a killer.   I see café owners brag about “$15k a week in sales.”   But when you dig into the numbers, their profit’s a joke.   Revenue is vanity. Profit is sanity.   A café doing $700k a year with 12% profit is better than one doing $1 million with 5%.   Because profit is what you can actually bank.   If you don’t believe me, look at cafés for sale in Brisbane — the pricing difference between high-turnover and high-profit listings tells the story.     Café Valuation Example: Real Numbers   Let’s take a simple case.   A café in Brisbane earns: $500,000 in annual revenue $100,000 in net profit (after wages and rent) It’s a tidy shop with two baristas and a full-time manager.   The owner works part-time.   That café might sell for 2.5x profit = $250,000.   If it’s systemised and stable, maybe $300,000.   If it’s chaotic, owner-dependent, or leaking cash, maybe $180,000.   See the pattern?   The business runs the value, not your ego.   You can check real examples under Brisbane café businesses for sale right now.     What Buyers Look For (and What Scares Them Off)   Buyers want three things: Profit they can trust Systems that don’t rely on one person A lease that won’t vanish overnight They run when they see: Dodgy cash-only accounts Expired leases Untrained staff Poor hygiene or bad reviews Owner burnout If that’s you, fix it before you list.   Spend six months tightening operations, boosting profit, and documenting systems.   Because if you can prove the café runs smoothly, buyers will pay a higher multiple.   Want to see what that looks like?   Browse successful café listings that highlight systemised operations and stable profits.     You Choose Your Hard   Selling or valuing your café isn’t easy.   But neither is running one seven days a week for minimum return.   So, choose your hard.   You can either: Keep spinning your wheels and hoping someone “just knows” it’s worth more,or Do the work, clean the books, and get a valuation that holds up under scrutiny. When you own it, you gotta work on it.   That includes knowing what it’s worth.     Bonus Tip: Lifestyle Adds Value (When It’s Real)   If your café gives a buyer a great life, that adds value too.   Think short hours, stable staff, repeat locals, and a simple menu.   That’s what every new owner wants — an income and a life.   If that’s your setup, mention it loud and clear.   You’ll get a better price because you’re selling not just profit, but freedom.   Lifestyle towns like Noosa, Byron Bay, and Cairns are proof that buyers pay more for balance.   On the coast, Gold Coast café listings also show lifestyle premiums.     Final Word   Valuing a café isn’t rocket science. It’s about clean numbers, stable operations, and realistic expectations.   So before you call a broker or list your café, sit down, crunch the numbers, and get clear on the real story.   If you’re ready to see what similar businesses are selling for, start browsing cafés for sale across Australia today.   Your number’s waiting. You just need to find it.   Ready to exit, you can sell your business to a national buyer audience.

  Some people spend their whole lives on the sidelines.   They read books. Listen to podcasts. Take notes. Attend webinars. They say things like, “One day I’ll do it,” or “I just need to feel ready.”   But that day never comes. And deep down, they know it.   If you’ve made it this far, then you’re not like most people.   You’re looking for something real. Something solid. Something that puts you in control of your time, your future, and your income. And now, you know what that looks like.   It’s not another app or a new startup idea. It’s not more side hustles. It’s ownership.   Specifically, buying a business that already works and making it better.   That’s the path forward. And the only thing standing between you and it is a simple truth.   You need to start.       This Is the Opportunity Most People Miss   Every day, solid, profitable businesses across Australia are quietly listed for sale.   Some are cafés for sale. Others are cleaning businesses for sale, retail shop businesses, trade services, or manufacturing businesses.   They have customers. They have cash flow. They have systems that work even if they need improvement.   And most people ignore them.   They chase passive income dreams or start from scratch, burning time and capital trying to build something from nothing.   Meanwhile, the people who buy existing businesses go straight to cash flow.   They walk into an operation with real staff, a real product, and a real reputation.   The best part? You do not need to be a millionaire.   You do not need an MBA. You just need to understand how to assess value, how to lead a team, and how to improve what already exists.   You’ve already learnt how to do that.       The R.I.C.H. Method Is Not Just Theory   This isn’t a motivational course. It’s a practical roadmap.   You’ve now seen the full R.I.C.H. framework:   Research the market, find listings, and understand what to look for. Invest wisely, not just money, but time, energy, and decision-making effort. Command the operation with leadership, delegation, and consistency. Harness the value by preparing your business to grow, run without you, or sell later on your terms. These are not abstract ideas. This is how thousands of Australians are already building financial freedom without waiting for perfect conditions.   There is no right time.   There is only your next move.       This Is Bigger Than You Think   We’re not just talking about one person buying a café or a lawn care business.   We’re talking about changing the way ownership works in Australia.   Because right now, large investment funds and multinational companies are buying up local businesses faster than ever.   In 2022, one in four homes was bought by institutional investors.   One in three small businesses sold in metropolitan areas was bought by corporate buyers or franchised groups.   If we keep waiting, Main Street gets swallowed.   The local butcher becomes a supermarket chain. The independent bottle shop becomes a national franchise. The family-owned plumbing business becomes part of a holdings company with no ties to the area.   This is not about fear. It’s about choice.   You have the choice to step in.   To buy something worth saving. To make it better. And to keep ownership in the hands of people who live in the community, not outside of it.       We Do Not Need More Apps, We Need More Owners   The economy doesn’t need another ride-share startup.   It needs people who are willing to own a bakery and employ three locals.   It needs someone to buy a regional fuel supply business and keep prices stable for a farming community.   It needs someone who’s willing to take over a fencing business and train apprentices instead of offloading work to contractors who never stick around.   Real wealth is built through real assets.   A business is not just a way to earn money.   It is a platform for freedom, a hub for jobs, and often, the heartbeat of a town.       Start Small, But Start Now   Nobody expects you to buy a million-dollar business on your first go.   Start with a smaller operation. Something manageable.   A business with history, customers, and a handful of staff.   One that can improve with your energy, your discipline, and your ideas.   What matters is not how big it is. What matters is that you own it.   Once you do, everything changes.   You’ll learn faster than you ever imagined. You’ll build equity instead of just income. And you’ll open doors that never existed while you were sitting on the fence.       One Business at a Time, One Town at a Time   Imagine if five percent of Australians followed this playbook.   What if just one in twenty people bought a local business, improved it, and passed it on?   We could keep ownership in communities. We could build intergenerational wealth. We could offer younger Australians something better than a job and a mortgage.   This is not about disruption. It is about restoration.   You don’t need to reinvent the wheel. You just need to buy a good one and keep it turning.       Final Thought   This is your moment.   Not because everything is perfect. But because you are ready enough.   You now know how to think like a buyer, how to assess a deal, how to lead a team, and how to structure your life around ownership instead of employment.   You also know that waiting won’t make it easier. It will only make the opportunity smaller.   So buy the fish and chip shop. Or the mobile detailing business. Or the logistics company with three trucks and a good bookkeeper, and for logistics style operations, compare courier and delivery businesses.   Make it better.   Treat people well.   Build something that matters.   And when you’re done, help someone else do the same.   Because this is how we win.   Not with slogans. Not with politics. Not with perfect timing.   Just one business at a time.   And it all begins when you just start.       Your Next Step   Ready to find businesses that checks all you boxes?   Explore our current listings of Australian businesses for sale at BusinessForSale.com.au   If you are ready to exit, you can sell your business to a national buyer audience.

  Selling your business might be the biggest financial event of your working life.   For many Australian small business owners, it represents the final payday after years of long hours, missed holidays, and risk-taking that no wage earner could truly understand.   But even good businesses fail to sell well. Or they sell for less than they should.   Not because of the market, or bad luck, or buyer dishonesty.   Often, it comes down to the way the business was prepared and presented.   Profit is central to every sale.   Buyers want to know how much they can earn, how long it will take to recoup their investment, and what risk they are taking on.    But showing strong profit is not just about a higher price.   It also attracts more buyers, reduces negotiation time, and makes finance approval easier.   Whether you plan to sell in twelve months or five years, the steps you take now will directly affect what ends up in your bank account.   Here is how to maximise your profit when selling a business.       Start With the Right Profit Figure   The number buyers care about most is not revenue. It is not turnover, and it is definitely not what you feel the business is worth.   They are focused on what is known as seller’s discretionary earnings, or SDE.   SDE is the total profit available to one full-time owner-operator.   It includes the net profit, plus your wage, superannuation, and any discretionary or one-off expenses that are not essential to the business. These are known as add-backs.   Examples of add-backs include:   Your personal vehicle lease Travel that was not business critical Family members on payroll who are not working One-off legal or accounting costs Equipment write-offs or tax depreciation These figures must be documented, logical, and verifiable.   A buyer’s accountant or lender will ask to see them. If your numbers cannot be explained or supported, they will not be counted.   A well-prepared add-back schedule can increase your stated profit significantly, which in turn improves the overall valuation.       Understand the Profit Multiple   Most small businesses in Australia sell for two to three times their SDE.   That is your valuation multiple. So if your adjusted profit is $200,000, you can expect offers in the $400,000 to $600,000 range.   However, the multiple is not fixed. It rises or falls depending on several factors:   How dependent the business is on the current owner How stable and repeatable the profit is The size and loyalty of the customer base How systemised the operations are Whether your industry is growing or shrinking How difficult it is to train a new owner The multiple is not just a number. It is a reflection of risk.   The lower the risk for the buyer, the higher the multiple they will accept.   You cannot control the market, but you can control how your business looks to buyers.   If you take steps to reduce reliance on yourself, show repeatable profit, and document your systems clearly, you are more likely to receive a higher offer.       Clean Financials Matter More Than You Think   Buyers do not believe what they are told. They believe what they see in writing.   Your profit must be supported by formal financials that align with your BAS, tax returns, and internal accounts.   If you are still using outdated spreadsheets, shoebox receipts, or casual estimates of monthly income, you are not ready to sell.   Work with your accountant to prepare full financial statements for the past three years. Make sure the numbers are consistent across all sources.   Any mismatches between your P&L and your ATO lodgements will raise concerns during due diligence.   Keep things simple. Clean numbers build confidence. Confident buyers make stronger offers.       Improve Profit Before You Sell   It is possible to increase the profit of your business in the year or two before you sell. And every extra dollar of profit is multiplied when it comes time to negotiate.   Start by identifying waste.   Can you renegotiate supplier costs? Cancel underused subscriptions? Improve rostering efficiency? Cut unproductive advertising?   Even modest savings can translate into stronger SDE figures.   Review your pricing.   Are you charging enough for your services or products? Have your margins been squeezed by inflation or competition?   Do not make sudden increases before listing, but aim to build consistent profitability across the current and previous year.   Also, take a closer look at your debtors.   Outstanding payments and write-offs can silently reduce your earnings.   Chase them now, not later.       Show What the Buyer Is Really Getting   Your financials tell part of the story. But profit alone will not close a deal.   Buyers want to understand how the profit is generated, who the key staff are, what systems are in place, and how much effort is required to run the business.   They also want to know what happens to that profit once you leave.   If you are still handling the sales, the customer service, the purchasing, and the HR, your profit looks less repeatable. Even if it is strong on paper.   To maximise your result, create a business that operates without you.   Train your staff. Delegate responsibility. Write clear procedures. Use software to automate tasks where possible.   A well-run, semi-autonomous business commands a premium.       Offer a Fair Transition Period   Buyers will feel more confident if you offer support after the sale.   That might be two to four weeks of on-site handover, or a part-time consulting arrangement for a few months.   Some owners worry that this will tie them down or complicate the exit. But it often improves the price and reduces friction.   You do not need to run the business forever.   You just need to show that you will be available to guide the new owner through the first phase.   That kind of support can be worth thousands in added goodwill.       Avoid Overpricing and Under-Explaining   One of the most common mistakes sellers make is listing the business at an unrealistic price and then struggling to explain why.   Overpricing does not lead to better offers. It leads to silence.   Be prepared to justify your asking price with solid financials, documented add-backs, and a clear summary of what the buyer receives.   If the price is high compared to similar businesses on the market, be ready to show why.   That might include strong year-on-year growth, excellent staff retention, valuable IP, long-term supplier contracts, or a genuine competitive advantage.   Do not bluff. Buyers will test your assumptions.       Final Thought   You do not get to sell your business twice.   The price you receive reflects not just the strength of your business, but how well you prepared it for sale.   Every decision you make in the final year, from your expenses to your systems to your handover plan, affects what someone will pay.   Selling is not about tricking buyers or hiding flaws.   It is about giving them a clear, honest view of a business that can thrive in their hands.   When you get that right, you create confidence. And confidence leads to stronger offers.   If you want to maximise your profit, start preparing now.   Clean up the numbers. Write things down. Delegate. Streamline. Make the business look as good on paper as it feels when you walk through the door each morning.   You have built something valuable.   Make sure you get what it is worth. When you are ready to exit, you can sell your business to a national buyer audience.       This Is the Opportunity Most People Miss   Every day, solid, profitable businesses across Australia are quietly listed for sale.   Some are cafés. Others are cleaning businesses, retail shops, trade services, or manufacturing companies.   They have customers. They have cash flow. They have systems that work even if they need improvement.   And most people ignore them.   They chase passive income dreams or start from scratch, burning time and capital trying to build something from nothing.   Meanwhile, the people who buy existing businesses go straight to cash flow.   They walk into an operation with real staff, a real product, and a real reputation.   The best part? You do not need to be a millionaire.   You do not need an MBA. You just need to understand how to assess value, how to lead a team, and how to improve what already exists.   You have already learnt how to do that.       We Do Not Need More Apps, We Need More Owners   The economy does not need another ride-share startup.   It needs people who are willing to own a bakery and employ three locals.   It needs someone to buy a regional fuel supply business and keep prices stable for a farming community.   It needs someone who is willing to take over a fencing business and train apprentices instead of offloading work to contractors who never stick around.   Real wealth is built through real assets.   A business is not just a way to earn money.   It is a platform for freedom, a hub for jobs, and often, the heartbeat of a town.       Final Thought   This is your moment.   Not because everything is perfect. But because you are ready enough.   You now know how to think like a buyer, how to assess a deal, how to lead a team, and how to structure your life around ownership instead of employment.   You also know that waiting will not make it easier. It will only make the opportunity smaller.   So buy the fish and chip shop. Or the mobile detailing business. Or the logistics company with three trucks and a good bookkeeper, and if you prefer delivery routes and contracts, compare courier and delivery businesses.   Make it better.   Treat people well.   Build something that matters.   And when you are done, help someone else do the same.   Because this is how we win.   Not with slogans. Not with politics. Not with perfect timing.   Just one business at a time.   And it all begins when you just start.       Your Next Step   Ready to find businesses that checks all you boxes?   Explore our current listings of Australian businesses for sale at BusinessForSale.com.au

Plumbing businesses are often misunderstood from the outside. People see vans, tools, emergencies, and call outs. But the real value lies in the workflow, the repeat customer base, the licensing, the capability of the team, and whether the business can maintain steady, profitable work without the current owner on the tools.   Buy the right plumbing business and you gain an essential services operation with stable demand, resilient revenue, and long term customer relationships. Buy the wrong one and you inherit volatile cash flow, unreliable labour, and a work pipeline that disappears once the owner steps away.   The Market in 2025   Plumbing is a twenty two billion dollar industry supported by both construction activity and essential repair work. While new housing construction has softened and dragged installation revenue down, repair and maintenance remain strong and stable. The industry report notes on page sixteen that drainage work, unblocking pipes, clearing obstructions, and emergency call outs create consistent income even when construction slows.   Inflation has increased purchase costs for materials and fittings, but businesses have largely passed these increases on to customers. Labour remains the most significant expense, and shortages of qualified tradespeople continue to impact wages and margins across the sector.   The long term outlook is stable. Population growth, ageing housing stock, ongoing renovation activity, and recurring drainage issues ensure dependable demand. Weather events and insurance related repairs further stabilise income for well positioned plumbers.   Why Plumbing Businesses Attract Serious Buyers   Buyers move into plumbing for three clear reasons.   First, the work is essential. Blocked drains, leaks, burst pipes, broken fixtures, and compliance issues all require immediate attention regardless of economic cycles.   Second, margins can be strong when workflow is disciplined. Businesses managing labour effectively and focusing on higher value work consistently outperform less structured operators.   Third, customer retention is high. Homeowners and property managers often return to plumbers they trust, creating recurring revenue that compounds over time.   Step 1: Understand What You Are Really Buying   A plumbing business is not a toolbox and a van. It is a licensed service capability with systems and relationships that allow work to flow consistently.   The assets that matter Licences, accreditations, and regulatory compliance Customer base split across residential, commercial, and strata clients Skilled tradespeople or subcontractors with reliable performance Equipment, vehicles, and specialised tools Job management systems for scheduling, quoting, and invoicing Supplier relationships and pricing for materials and fixtures If the business relies entirely on the owner for quoting, technical work, and customer relationships, the operation is not transferable without major transition risk.   Step 2: Stress Test Demand and Service Mix   The plumbing industry’s strength lies in its balance of emergency work, routine maintenance, and installation. Repairs remain stable even when building activity falls. The report emphasises that unblocking drains, clearing obstructions, and other emergency services sustain revenue in downturns, supporting businesses that focus on essential repair work.   Key demand drivers Age of housing stock and frequency of repair needs Weather events impacting drainage and roofing systems Renovation activity and bathroom or kitchen upgrades Local demographics and density of property managers Commercial and strata maintenance cycles What to analyse in your target business Whether revenue is balanced across emergency, maintenance, and installation Whether the business relies heavily on one customer or site Whether workflow is seasonal or consistent year round Whether pricing reflects rising fuel and material costs Whether the business operates in a catchment with strong housing turnover A plumbing business with diversified service types and a steady maintenance base is far more resilient than one focused mostly on construction work.   Step 3: Follow the Earnings Levers   Plumbing profitability depends on labour efficiency, job mix, and operational discipline.   The levers that shape earnings Labour utilisation and time per job Ability to charge premiums for after hours or emergency work Pricing discipline and margin protection Travel time and geographical clustering of jobs Material cost management and supplier pricing Capability to allocate jobs according to skill level, not owner availability The industry report notes that rising input costs across fittings, pipes, and materials have pressured margins, especially for installation work. Businesses that pass these costs on, schedule efficiently, and focus on repair work tend to perform more strongly in volatile markets.   Due Diligence Checklist for First Time Buyers   Financials Analyse two to three years of monthly revenue and job categories Identify the contribution of emergency versus scheduled work Review labour costs and subcontractor agreements Check add backs to ensure the true profitability is clear Evaluate customer payment patterns and any outstanding debts Operations and Labour Confirm licences and accreditations required for specialised work Review job management systems and administrative processes Inspect service vehicles and equipment condition Assess staff capability, retention, and training levels Review average response times and customer satisfaction Clients and Market Position Map out customer concentration and segment breakdown Review reviews, complaints, and online reputation Analyse referral rates and long-term customers Identify commercial or strata clients that provide stable work Check alignment with insurance companies for emergency call-outs Compliance and Risk Confirm safety and regulatory compliance for all services offered Review documentation for gas fitting, drainage, or roofing work Ensure appropriate insurance coverage Assess whether the business meets local water authority requirements Red Flags That Should Slow You Down Heavy dependency on the owner for quoting, approval, and key technical work Poorly documented systems and lack of job history records High staff turnover or reliance on unqualified labour Revenue dominated by low margin installation rather than repair work Outdated vehicles or tools with large upcoming capital demands Customer concentration in one contractor or site No strategy for dealing with rising material or fuel costs Two red flags justify renegotiation.   Three should prompt you to walk.   What To Do Next   Begin reviewing active plumbing businesses across a variety of regions and service mixes. Compare how they balance emergency call outs, repair work, installations, and maintenance contracts. Look closely at labour structure, workflow efficiency, and customer types. The strongest operators are those that remain stable through economic cycles, manage costs tightly, and hold diversified service capabilities.   When you can recognise a plumbing business with disciplined workflow, skilled labour, a strong recurring client base, and systems that operate without owner dependence, you will be prepared to move quickly and confidently. High performing plumbing businesses attract serious buyer interest because the model is difficult to replicate from scratch.

A gutter cleaning business looks simple enough from the street. A ladder, a blower, a vacuum system, and a steady flow of residential and commercial jobs. But the real value lies in the reliability of the workflow, the safety systems, the access to recurring maintenance clients, and the operational discipline required to manage seasonal surges in demand.   Buy the right gutter cleaning business and you gain a recurring revenue service with predictable annual cycles, low capital requirements, and strong customer retention. Buy the wrong one and you inherit safety risks, weak client records, and a business that only works when the current owner answers the phone and climbs every roof.   The Market in 2025   Gutter cleaning sits within the broader plumbing and roofing maintenance ecosystem and is supported by ongoing repair work that remains steady regardless of construction cycles. The plumbing industry as a whole generates more than twenty two billion dollars in annual revenue, and although installation work has recently slumped due to weaker housing construction, maintenance and repair activities remain stable and high in demand .   Page sixteen of the industry report notes that drainage and roofing work, which includes gutter clearing and water flow restoration, continues to provide a consistent revenue stream even when construction activity weakens. The use of electric eels and water jetters to clear blockages reflects the ongoing demand for minor maintenance tasks that households prioritise regardless of economic pressures.   Seasonal weather patterns influence demand strongly. Heavy rains, storms, and falling debris drive spikes in bookings, particularly in the eastern states. Insurance related emergency call outs also help stabilise revenue because clearing blocked gutters is essential for preventing roof leaks and property damage.   Looking ahead, growth in residential property numbers and increased attention to preventative maintenance are expected to underpin continued demand for gutter cleaning services.   Why Gutter Cleaning Businesses Attract Serious Buyers   Buyers are drawn to this niche for three reasons.   First, the service is essential. Gutters fill, water overflows, and damage occurs. Homeowners and property managers rarely delay repairs because consequences are immediate.   Second, the business model offers recurring revenue. Many customers schedule annual or biannual cleans, creating predictable income and easier forward planning.   Third, operating costs are low compared to other trades. Tools, ladders, vacuums, leaf blowers, and safety equipment are inexpensive to maintain. Labour is the primary expense, and workflow scales efficiently.   Step 1: Understand What You Are Really Buying   You are not buying a ladder and some tools. You are buying a customer base and a workflow system.   The assets that matter A solid roster of recurring clients in specific service areas Documented safety procedures and proper working at heights compliance Equipment suitable for roof access and debris removal A booking system, customer history, and service records A strong local reputation that attracts referrals Reliable subcontractors or trained staff if the business does not rely solely on the owner The strength of the customer base determines the stability of future revenue far more than the equipment list.   Step 2: Stress Test Demand and Territory   Demand for gutter cleaning is hyper local. Suburbs with dense tree cover, ageing roofs, and higher rainfall produce consistent, predictable work.   Key demand drivers Weather patterns and storm season behaviour Local housing density and average roof age Property manager and strata maintenance cycles Homeowner awareness of preventative maintenance Insurance related demand, especially pre storm inspections The industry report shows that households continue to prioritise emergency repairs even when discretionary spending is low, providing stability for service providers in the maintenance niche. This includes unblocking drains and clearing obstructions that affect water flow, both of which relate directly to gutter issues.   What to analyse in the target business Whether most revenue comes from one-off jobs or recurring cleans Whether the client base is concentrated in a narrow territory Whether the business is highly seasonal or balanced through additional services Whether competition in the area relies on undercutting or differentiates through quality Whether there is scope to expand into commercial work or strata portfolios Location determines both opportunity and workload consistency.   Step 3: Follow the Earnings Levers   Gutter cleaning margins depend on efficiency, safety, and the capacity to complete multiple jobs per day.   The levers that shape profitability Labour efficiency and time per job Travel time between bookings and clustering of territories Weather delays and rescheduling practices Equipment reliability and maintenance of vacuums and blowers Upsell opportunities for minor repairs, downpipe clearing, and roof inspections Input costs in the plumbing and maintenance sector have risen due to supply chain pressures, including materials and equipment used in drainage and roofing work. Operators who control labour costs and streamline job scheduling outperform those with inconsistent workflows .   Due Diligence Checklist for First Time Buyers   Financials Review two or three years of monthly revenue and job counts Identify the ratio of recurring customers to one off bookings Match staff wages to job volume to confirm labour efficiency Check for seasonality patterns that may affect cash flow Confirm whether call out fees or emergency tariffs contribute significantly to profit Clients and Market Position Analyse the proportion of residential, strata, and commercial clients Evaluate customer reviews, complaints, and referral sources Review cancellations and rebooking behaviour Assess the quality of client data and frequency of routine follow ups Operations and Safety Inspect equipment and replacement cycles Review safety documentation for working at heights compliance Check training levels for staff or subcontractors Confirm insurance coverage appropriate for roof work Evaluate job scheduling systems and time management Territory and Competition Map high density suburbs with heavy foliage Identify competitors and compare pricing or service tiers Evaluate barriers to entry and local brand recognition Review opportunities for expansion into roof inspections or minor gutter repair Red Flags That Should Slow You Down Incomplete safety documentation or lack of working at heights compliance Customer base dominated by once off clean ups rather than recurring work High staff turnover or over reliance on untrained subcontractors Revenue concentrated in short seasonal peaks with long troughs Poor online reputation or unresolved service issues Equipment in poor condition with immediate replacement costs Owner dependent operations with no transferable systems or processes Two red flags should prompt renegotiation.   Three should prompt a step back.   What To Do Next   Start reviewing active gutter cleaning businesses across different regions to understand service positioning, pricing, and customer behaviour. Compare response times, reputation, frequency of booking, and service mix. Look closely at how operators manage workflow because the most profitable gutter cleaning businesses focus on efficiency, safety, and recurring contracts.   When you can identify a business with a strong recurring client base, disciplined safety practices, consistent demand, and reliable equipment, you will be ready to move confidently. Well run gutter cleaning businesses rarely stay on the market long because the model delivers stable revenue with low overheads.

Water transport services look simple from a distance. A vessel, a route, a timetable, and a steady flow of passengers. But the real value is not the boat or the wharf. It is the licences, the route access, the reliability record, the cost structure, and the ability to operate profitably through volatile demand cycles.   Buy the right water transport business and you step into a high barrier industry supported by tourism, commuter demand, and long term structural contracts. Buy the wrong one and you inherit high fuel costs, regulatory risk, and a service schedule that only works when the current owners are keeping everything afloat themselves.   The Market in 2025   The Water Passenger Transport industry generates about 1.6 billion dollars in annual revenue, with margins near nine percent. Profitability rebounded sharply after the pandemic, supported by strong tourism recovery and operators successfully passing on higher fuel costs to passengers. This pattern is shown in the report’s Executive Summary, where rising diesel prices from 2022 forced operators to increase fares but demand held firm, creating a positive shift in margins.   Passenger volumes collapsed during lockdowns, but the return of international and domestic tourism drove a powerful rebound through 2022 and 2023. Although growth has now stabilised, demand for both commuter ferries and tourist services has returned to predictable long term patterns.   Looking forward, the outlook is supported by rising household discretionary income, ongoing tourism growth, and major vessel upgrades like the Spirit of Tasmania fleet expansion. Environmental requirements are tightening, with future government contracts expected to prioritise low emission vessels, reinforcing the need for modernisation across the sector.   Why Water Transport Businesses Attract Serious Buyers   Buyers come into this space for three reasons.   First, barriers to entry are high. Route licences, mooring access, safety certification, and government contracts make new competition difficult, giving established operators defensible positions.   Second, demand is diversified. Tourist volumes, local commuters, long distance passengers, and event related services provide multiple revenue streams.   Third, long term contracts create predictable earnings. Many operators secure multi year government agreements for ferry routes, providing stable utilisation and shielding them from some volatility.   Step 1: Understand What You Are Really Buying   You are not buying a boat. You are buying the right to operate.   The assets that define the business Route licences, permits, and any government backed contracts Wharf access or mooring rights, which are scarce and highly protected Vessel condition, age, engine hours, and compliance status Operating systems for scheduling, staffing, and safety Passenger volumes and mix across tourism, commuters, and private hire Cost structure, especially fuel, wages, and maintenance If the licences or access rights are not secure, the business cannot operate as advertised.   Step 2: Stress Test Demand and Market Position   Demand for water transport is shaped by geography, tourism, and commuter behaviour. The industry report highlights that over sixty percent of operators are based in New South Wales and Queensland due to their coastal geographies and ferry dependent cities. Sydney, Brisbane, Perth, and major tourist destinations create structural demand that is difficult to disrupt.   Key demand drivers International and domestic tourism volumes Household discretionary income levels Commuter reliance on ferries in major cities Local geography, including access routes and harbour configuration Age demographics, with travellers over 55 representing the strongest passenger cohort What to analyse in your target business Whether demand is driven by tourism, transport necessity, or a mix Whether the service competes with land based options Whether the operator can adjust capacity in off peak periods Whether the region is exposed to seasonal volatility or weather based disruptions Tourist reliant routes show higher volatility but also higher upside. Commuter routes offer stability but require strong regulatory and contractual footing.   Step 3: Follow the Earnings Levers   Water transport operators do not make money because the route is scenic. They make money by controlling the two largest cost centres and maintaining steady utilisation.   The levers that shape profitability Fuel efficiency and ability to pass fuel price changes to customers Vessel utilisation by time of day and by season Labour efficiency and crewing requirements Maintenance schedules and unexpected repair risk Pricing flexibility, especially on tourist oriented services Contract terms that secure revenue against demand dips The report shows that fuel costs remain the dominant expense for operators, and many successfully increased fares during the fuel spike of 2022 without discouraging demand. This creates clear signals about pricing power in well positioned routes.   Due Diligence Checklist for First Time Buyers   Financials Review two to three years of monthly passenger numbers and revenue Reconcile revenue with ticketing or manifest systems Identify how much earning stability comes from contracts versus discretionary travel Separate performance of commuter, tourist, charter, and long distance segments Model the cost impact of fuel price spikes and maintenance cycles Licences and Access Verify all operating licences, route permissions, and government contracts Confirm any contract renewal timelines and performance obligations Check wharf access, berthing rights, and exclusivity terms Review compliance with the National Standard for Commercial Vessels Fleet and Assets Inspect vessels for hull condition, engine hours, and compliance Review survey certificates, safety audits, and maintenance logs Assess upcoming replacement costs for engines and safety equipment Evaluate the suitability of vessels for current and future regulatory standards Operations and People Review crew qualifications and labour structure Check ability to scale down or adjust schedules in off peak periods Assess systems for navigation, safety, and operational efficiency Analyse cost exposure to wage levels and staff shortages Red Flags That Should Slow You Down Licences that are unclear, disputed, non transferable, or expiring soon Wharf access that depends on informal agreements High maintenance vessels with ageing engines and irregular service logs Passenger volumes heavily dependent on one demographic or season No ability to increase fares despite fuel and wage inflation Heavy reliance on owner operated crewing or scheduling Contractual obligations that are costly or difficult to meet Two red flags justify renegotiation.   Three should prompt a step back.   What To Do Next   Start reviewing live water transport service listings to understand how different operators position themselves. Compare commuter routes with tourism focused services, and analyse pricing, vessel type, access rights, capacity, and seasonality. Look closely at operator concentration in your target region, because geography determines both demand and competitive intensity.   When you can identify a business with secure access rights, predictable passenger flow, compliant vessels, and a disciplined cost structure, you will know you are ready to move confidently. High performing water transport services rarely stay on the market long, because the value lies in assets that are extremely difficult to replicate.

CouriersPlease, one of Australia’s largest franchised courier services, has taken a major step to ensure its trajectory continues to track upwards with the implementation of its 'Franchise of the Future' program led by CEO Richard Thame. Richard’s efforts in revitalising the franchising model, and in a fully sustainable manner – as well as his progress in promoting sustainability, mental health and workforce diversity – has just earned him the #1 ranking in the Franchise Business’ Top 30 Franchise Executives awards. Richard oversees a national network of more than 1200 Franchise Partners and delivery partners, 400-plus freight handlers and 15 major depots across nearly 850 active territories. He is also a director of the Franchise Council of Australia. A major focus for Richard in the last year has been to revitalise and future-proof the franchise model at CouriersPlease. The 'Franchise of the Future' program is a key part of CouriersPlease's commitment to reducing its environmental impact and promoting sustainable practices. It includes electric delivery vehicles – currently being trialled – and a carbon calculator to measure emissions across the delivery journey. Richard has also led the opening of a 5-star green-rated Gold Coast depot and initiated a switch to franchisee uniforms made from recycled materials. As well as his vision of how franchises should look in the future and implementing a strategy to deliver on that vision now, Richard was also recognised by the award judges for driving a $5 million investment in a multi-year program called ‘Digital Futures’ that will transform business communications and operations. Richard's commitment to mental health and diversity has resulted in a more skilled and diverse network of Franchise Partners, comprising older and young Australians, migrants, and women. The CouriersPlease leadership team today is 59 per cent women, including the COO, Janine Zammit, and three (out of five) State managers – a testament to Richard’s commitment to grow women into leadership roles in what is a traditionally male industry. Richard was commended for directing improvements to the company’s People Assist program, which helps CouriersPlease staff, Franchise Partners, contractors, and families access free mental health support. Richard said: \"I am proud to lead initiatives that promote sustainability, mental health, and diversity within our business. Our Franchise Partners and employees are integral to our success, and it is crucial that we create a supportive and inclusive environment where everyone can thrive.\" Recognising the critical role that CouriersPlease’s network of Franchise Partners play in the overall success of the business, Richard created the new role of Head of Franchising – which advocates for, and champions, Franchise Partner businesses. James Hucker, who recently stepped into this role, also made the top 30, coming in at number four. It’s the second year in succession that James has made the list for his work at CouriersPlease. James has been with CouriersPlease for more than 22 years. The relationships he builds with the company’s Franchise Partners is second to none, and it was his efforts in growing CouriersPlease’s Franchise Partner network during the pandemic and eCommerce boom, as well as his deep understanding of Franchise Partner needs and delivering upon those, that helped earn him the recognition by the award judges. Additionally, James’ great work in boosting operational practices, particularly around managing driver fatigue, has been instrumental in improving franchisee safety under heavy workloads, and helped secure his position as one of the leading lights in the franchise industry. “In my role, success is defined by two critical components - one is achieving the overall business objectives, and the second is ensuring a reasonable work-life balance for myself and the Franchise Partner/employee teams that I manage,” he said.     For more information, please contact:Lydia Spooner | 02 9279 3330 | 0402 232 042theideassuite.com.au   About CouriersPlease  CouriersPlease is a leading courier and freight service that delivers tens of millions of parcels each year through over 800 Franchise Partners. CouriersPlease offers a network of pick up and drop off locations comprising more than 1300, often 24/7 parcel collection locations. Owned by Singapore Post (SingPost], a leader in E-Commerce logistics which provides innovative mail and logistics solutions in Singapore and around the world, with operations in 19 markets. CouriersPlease is a multi-award-winning courier service. Among its many achievements, in 2021 CouriersPlease took out top spot in the Canstar Blue Most Satisfied Customers ranking for small business courier services. Visit couriersplease.com.au

If you lodge your business activity statement (BAS) quarterly, your next statement is due on 28 February. Here are our latest tips to help you complete your BAS. Lodge and pay online. It's quick, easy and secure, and you may receive an extra 2 weeks to lodge and pay. You’ll receive notifications to help you get it right and avoid mistakes before you lodge. Fuel tax credit rates changed from 1 February 2023. Use the fuel tax credit calculator to correctly calculate your claim. Lodge online via Online services for individuals and sole traders (accessed through myGov], Online services for business or Standard Business Reporting-enabled software. You can pay your BAS with BPAY or a credit/debit card. You can also pay securely online using our Online services. Even if you have nothing to report, you still need to lodge your BAS as 'nil'. If you lodge online, you don't need to send us the paper form. If you're unable to lodge or pay on time, engage with us early to discuss your options. Remember, you can lodge your BAS through a registered tax or BAS agent. For more information visit www.ato.gov.au

If you're a director of an Australian company you must apply for your director identification number (director ID) by 30 November 2022. While it might be tempting to wait until the deadline, we encourage you to apply now – the fastest way to apply is by using the myGovID app to log in to ABRS online. Once you've logged in, you'll need to verify your identity with information we have on record. The most commonly used documents include: details of the bank account where your tax refunds or payments are made and received  an ATO notice of assessment.  You may need to contact your agent to request this information. You can check if your business is registered as a company with ASIC at ASIC Connect. You don't need a director ID if you're running a business as either a sole trader or partnership. Not sure if you need to apply? You can check if you need a director ID at who needs to apply. Our director ID demonstration video takes you through the steps you need to complete to apply for your director ID online. For more information visit www.ato.gov.au