How to Guides

  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. 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’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.   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

  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’ve built something valuable.   Make sure you get what it’s worth.       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

  For most Australian business owners, selling your business is a once-in-a-lifetime event.   You only get one chance to set the price, one chance to show its value, and one chance to walk away on your terms.   Yet too many owners leave money on the table.   Not because their business wasn’t good enough, but because they didn’t prepare it the way buyers expect.   If you’re even thinking about selling in the next one to three years, these seven tips will help you maximise the sale price and give buyers a business they’ll pay real money for.       1. Make Your Financials Buyer-Ready   Your books are the first thing buyers will scrutinise.   And if they’re messy, incomplete, or inconsistent with your tax returns, it raises red flags.   Most buyers (and their banks) want at least two to three years of clean, consistent financials. That means:   Profit and loss statements Balance sheets BAS lodgements A clear breakdown of wages, rent, and cost of goods If you’ve claimed personal expenses or made adjustments, that’s normal, but you’ll need to show your add-backs clearly, with proper documentation.   The more trust buyers have in your numbers, the more they’ll trust the business as a whole.   A clean set of books doesn’t just make the sale easier. It makes it possible.       2. Step Back From the Day-to-Day   The number one deal killer in small business sales?   The business relies too heavily on the owner.   If you’re still taking every call, chasing every invoice, and managing every delivery, a buyer is going to see one thing: a job.   And they’re not looking to buy a job.   They’re looking to buy a business that runs without you.   So if you’re serious about selling for top dollar, you need to start stepping back now.   That means:   Delegating key roles Training your team Putting systems in place Reducing your hours without reducing performance A buyer is more likely to pay a premium when they see that the transition won’t be a disaster the moment you’re out of the picture.       3. Lock In Your Key People and Clients   Buyers are not just buying your profit.   They’re buying your team, your customer base, and your relationships.   So ask yourself:   Do your best employees have written contracts? Are your largest clients secured with agreements or long-term commitments? Have you documented the key contacts, orders, and processes that keep those relationships strong? If the answer is no, now is the time to tighten that up.   You don’t need to lock everything down, but stability matters.   Buyers will pay more for a business where the staff want to stay and the customers aren’t about to disappear.       4. Systemise the Business Like You’re Franchising   You don’t need to franchise your business. But you do need to act like someone might.   That means documenting your operations clearly and completely.   How are new customers handled? What’s the daily opening and closing routine? How do you deal with suppliers, stock, payments, refunds? What happens if a machine breaks, a delivery fails, or someone calls in sick? All of this should be in a folder (digital or physical) that a buyer can pick up and understand.   When a buyer sees clear, logical systems in place, it builds confidence.   It tells them this isn’t chaos with cash flow.   It's a repeatable operation that can keep going long after you’re gone.       5. Reduce Revenue and Supply Concentration   No one wants to buy a business that collapses if one customer or supplier leaves.   If more than 25 percent of your revenue comes from a single client, or your entire operation depends on one key supplier, it limits buyer confidence, and that drags down the price.   Try to diversify:   Spread your customer base Add new product lines Source from multiple suppliers where possible This makes the business feel stronger and more stable, even if the profits stay the same.   It also shows the buyer that they won’t need to scramble the moment something changes.       6. Choose the Right Time to Sell   The best time to sell isn’t when you’re desperate.   It’s when the business is running well.   If you’re burnt out, losing money, or trying to exit during a slump, buyers will sense it and your negotiating power disappears.   Instead, aim to sell while your numbers are stable or growing, your team is strong, and your involvement is low.   Buyers pay more when they see momentum, not problems.   Selling too late is a mistake you can’t undo.       7. Work With a Broker Who Understands Your Market   A good business broker doesn’t just list your business. They help you sell it properly.   That means:   Preparing the business to go to market Positioning it to the right buyers Handling confidentiality and deal structure Navigating due diligence Managing expectations Selling a business is not like selling a car.   It’s a complex process that takes time, expertise, and patience.   A professional broker helps protect your time, your sanity, and your final sale price.   If you’ve built something worth selling, it’s worth getting help from someone who does this every day.       Final Thought   You only sell your business once.   Do it well, and it can fund your next venture, your retirement, or the freedom you’ve worked so hard to earn.   Do it poorly, and you’ll spend years regretting what could have been.   These seven tips aren’t secrets. They’re what smart sellers do behind the scenes often a year or more before they go to market.   So whether you’re selling this year or five years from now, start getting ready.   Because a well-prepared business sells faster, for more, and to better buyers.   And that’s what you want.       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

  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. 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’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.   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

  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’ve built something valuable.   Make sure you get what it’s worth.       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

  For most Australian business owners, selling your business is a once-in-a-lifetime event.   You only get one chance to set the price, one chance to show its value, and one chance to walk away on your terms.   Yet too many owners leave money on the table.   Not because their business wasn’t good enough, but because they didn’t prepare it the way buyers expect.   If you’re even thinking about selling in the next one to three years, these seven tips will help you maximise the sale price and give buyers a business they’ll pay real money for.       1. Make Your Financials Buyer-Ready   Your books are the first thing buyers will scrutinise.   And if they’re messy, incomplete, or inconsistent with your tax returns, it raises red flags.   Most buyers (and their banks) want at least two to three years of clean, consistent financials. That means:   Profit and loss statements Balance sheets BAS lodgements A clear breakdown of wages, rent, and cost of goods If you’ve claimed personal expenses or made adjustments, that’s normal, but you’ll need to show your add-backs clearly, with proper documentation.   The more trust buyers have in your numbers, the more they’ll trust the business as a whole.   A clean set of books doesn’t just make the sale easier. It makes it possible.       2. Step Back From the Day-to-Day   The number one deal killer in small business sales?   The business relies too heavily on the owner.   If you’re still taking every call, chasing every invoice, and managing every delivery, a buyer is going to see one thing: a job.   And they’re not looking to buy a job.   They’re looking to buy a business that runs without you.   So if you’re serious about selling for top dollar, you need to start stepping back now.   That means:   Delegating key roles Training your team Putting systems in place Reducing your hours without reducing performance A buyer is more likely to pay a premium when they see that the transition won’t be a disaster the moment you’re out of the picture.       3. Lock In Your Key People and Clients   Buyers are not just buying your profit.   They’re buying your team, your customer base, and your relationships.   So ask yourself:   Do your best employees have written contracts? Are your largest clients secured with agreements or long-term commitments? Have you documented the key contacts, orders, and processes that keep those relationships strong? If the answer is no, now is the time to tighten that up.   You don’t need to lock everything down, but stability matters.   Buyers will pay more for a business where the staff want to stay and the customers aren’t about to disappear.       4. Systemise the Business Like You’re Franchising   You don’t need to franchise your business. But you do need to act like someone might.   That means documenting your operations clearly and completely.   How are new customers handled? What’s the daily opening and closing routine? How do you deal with suppliers, stock, payments, refunds? What happens if a machine breaks, a delivery fails, or someone calls in sick? All of this should be in a folder (digital or physical) that a buyer can pick up and understand.   When a buyer sees clear, logical systems in place, it builds confidence.   It tells them this isn’t chaos with cash flow.   It's a repeatable operation that can keep going long after you’re gone.       5. Reduce Revenue and Supply Concentration   No one wants to buy a business that collapses if one customer or supplier leaves.   If more than 25 percent of your revenue comes from a single client, or your entire operation depends on one key supplier, it limits buyer confidence, and that drags down the price.   Try to diversify:   Spread your customer base Add new product lines Source from multiple suppliers where possible This makes the business feel stronger and more stable, even if the profits stay the same.   It also shows the buyer that they won’t need to scramble the moment something changes.       6. Choose the Right Time to Sell   The best time to sell isn’t when you’re desperate.   It’s when the business is running well.   If you’re burnt out, losing money, or trying to exit during a slump, buyers will sense it and your negotiating power disappears.   Instead, aim to sell while your numbers are stable or growing, your team is strong, and your involvement is low.   Buyers pay more when they see momentum, not problems.   Selling too late is a mistake you can’t undo.       7. Work With a Broker Who Understands Your Market   A good business broker doesn’t just list your business. They help you sell it properly.   That means:   Preparing the business to go to market Positioning it to the right buyers Handling confidentiality and deal structure Navigating due diligence Managing expectations Selling a business is not like selling a car.   It’s a complex process that takes time, expertise, and patience.   A professional broker helps protect your time, your sanity, and your final sale price.   If you’ve built something worth selling, it’s worth getting help from someone who does this every day.       Final Thought   You only sell your business once.   Do it well, and it can fund your next venture, your retirement, or the freedom you’ve worked so hard to earn.   Do it poorly, and you’ll spend years regretting what could have been.   These seven tips aren’t secrets. They’re what smart sellers do behind the scenes often a year or more before they go to market.   So whether you’re selling this year or five years from now, start getting ready.   Because a well-prepared business sells faster, for more, and to better buyers.   And that’s what you want.       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

  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. 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’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.   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

  You already own a business.   You’ve done the hard yards.   You’ve taken something from zero to profit, or from shaky to solid.   You know what it takes to stay open, pay bills, keep customers happy, and fix problems when staff don’t show up.   That makes you one of the few who understand what business really requires and one of the few positioned to grow faster than the rest.   So here’s the question: Do you really want to build the next stage of your growth from scratch? Or do you want to buy it?   This article is for owners who’ve already proven they can operate and who are now ready to scale by acquisition, not exhaustion.       Why Acquisition Works for Business Owners   When you buy a business that fits what you already own, you skip the slowest part of growth: the startup phase.   You’re not building new systems. You’re not finding first customers. You’re not learning the industry from scratch.   You’re buying revenue that already exists. You’re absorbing capabilities. You’re stacking income streams.   Best of all, you already have:   Staff who understand your business Customers who trust your brand Infrastructure you can share A pulse on the market Lenders and advisers who know you can execute This is called a platform acquisition strategy. And it’s how you grow quickly without starting over.       What Is a Platform Business?   A platform business is the one you already own and operate. It’s your base. Your headquarters. The business that you’ll use to support and integrate others.   Instead of building new businesses beside it, you acquire businesses that strengthen your platform.   That could mean more services, more locations, more customers, or better margins.   You are not trying to become a conglomerate.   You are building around a centre.    Done right, each acquisition makes the whole stronger.       How It Works: A Realistic Growth Path   Let’s say you own a laundromat that earns $67,000 in profit per year.   You know the trade. You’ve sorted your rosters, built a decent customer base, and tightened your costs. That’s your base.   Now you start layering growth through smart, focused acquisitions.     1. Add a Vending Machine Stream   You purchase twenty vending machines, a mix of snack, soap, and capsule toy units, and install them across your locations and nearby high-traffic spots.   These machines operate with low effort and generate reliable, passive income.   Adds $48,000 in annual profit Minimal extra time required Increases customer spend without new staff   2. Acquire a Nearby Laundromat   You learn a local operator is retiring.   You negotiate a seller-financed deal and take over his business.   He’s built a reputation and runs a profitable wash-and-fold service.   You keep key staff and introduce efficiencies from your first location.   Adds $300,000 in annual profit Gives you a second income-producing site Expands your presence and customer reach   3. Buy Used Equipment at a Discount   You discover a closing laundry business selling commercial washers and dryers.   You acquire the equipment and use it to boost capacity at both sites, reducing wait times and increasing volume.   Adds $50,000 in profit through improved throughput No new premises or staff required Cuts wait-time complaints and wins more regulars   4. Acquire a Delivery Business   With two shops running smoothly, you decide to bolt on a delivery service.   You purchase a small van-based business with an established pickup route and include it in your offering.   Adds $250,000 per year in new revenue Extends your geographic footprint Appeals to working professionals and families   5. Buy a Soap Supplier   After reviewing your supplier invoices, you realise soap and detergent costs are eating into margins.   Instead of negotiating better rates, you acquire a small soap manufacturer and begin white-labelling your own products.   Adds $200,000 in profit between savings and resales Reduces supplier dependence Opens wholesale opportunities   6. Purchase the Premises (Real Estate Acquisition)   You stop renting and buy the building that houses one of your locations.   The other tenants help cover the mortgage, and you gain long-term control and asset appreciation.   Adds $100,000 in net income per year Eliminates future rent uncertainty Gives you tax advantages and an appreciating asset       Let’s Look at the Totals   You started with one laundromat earning $67,000 a year.   After stacking six strategic acquisitions, your total annual profit now looks like this:   Growth Move Profit Added Core laundromat $67,000 Vending machines $48,000 Laundromat #2 $300,000 Used equipment $50,000 Delivery business $250,000 Soap supplier $200,000 Real estate $100,000 Total Annual Profit $1,015,000   This is how you grow with focus. No reinvention. No complicated restructuring. Just smart, layered acquisition on a strong operational base.       Why This Works So Well   Each move strengthens the whole. Instead of building seven businesses, you’ve created seven revenue streams from a single, integrated operation.   Because you already understand how the business works, you:   Avoid common mistakes Recognise what adds value and what doesn’t Reduce the learning curve Reuse your staff, systems, and overhead Keep margins tight while expanding output You grow not by doing more, but by owning more strategically.       What to Watch Out For   Acquisition is powerful, but not every opportunity is worth taking. You need to stay disciplined.   Ask yourself:   Does this acquisition make my core business stronger? Can I realistically integrate it without losing control? Will this drain time and focus from what I already run well? Is there clear evidence that it will contribute profit quickly? Avoid buying out of boredom or ego. The best deals solve current problems or unlock new markets that fit your model.       How to Start Your Own Platform Strategy   Start with your numbers. Know your margins. Know your strengths. Fix what’s broken. Then look outward.    What are your biggest bottlenecks? What are your biggest costs?   From there, look for businesses, suppliers, assets, or competitors that give you leverage. It might be:   A direct competitor with solid customers A struggling operator who has good staff A small supplier who can cut your costs A location that opens up a new neighbourhood A mobile business that fills a gap in your service Keep your first acquisition simple. Test your integration skills. Build confidence before taking on something bigger.       Stop Grinding. Start Growing.   If you already own a good business, you’ve done the hardest part. You’ve proven you can operate. Now it’s time to accelerate.   You don’t need to wait for the perfect year or the perfect opportunity. You just need the right deal, the right terms, and the right mindset.   Acquisition is not just for large corporations. It’s for any business owner who’s ready to grow on purpose.   So ask yourself, do you want to keep working harder, or are you ready to grow smarter by owning more of what already works?   When you're ready, your next business is already out there. Go buy it.     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

  Some moments change you.   Not because they’re loud. But because they’re final.   The first time you sign your name on a business sale contract, everything shifts.   It’s not like getting a job. It’s not like getting a loan.   It’s heavier. But it’s yours.   You sit across from a broker, a lawyer, or a seller. You’re handed the paperwork.   Your hand might shake. You reread the final figure. Your name is printed on the buyer’s line.   And you sign.   There’s no boss above you. No fallback. No more “maybe one day.”   Just you. And the thing you now own.       It Feels Terrifying. It Feels Exhilarating. And That’s the Point.   This moment doesn’t come with fireworks.   It comes with adrenaline, second guesses, and quiet shock.   You’ll go from asking, “What if this doesn’t work?” to “What do I do first?” in under 60 seconds.   But here’s the thing: ownership isn’t about knowing everything.   It’s about owning the outcome.   That’s the difference.   You’re now the person who answers the calls, signs the pay runs, makes the marketing work, fixes the broken machine, and opens the door each morning — even when you don’t feel like it.   And you’ll do it because you chose this.       Everyone Has Their Hard. You Just Picked Yours.   Startups are hard.   They take years to get traction. Most burn out before they break even.   Employment is hard.   You build someone else’s dream. You hope for pay rises. You don’t control your calendar or your cap.   Acquisitions are hard too.   You walk in and take over something already built. You fix things you didn’t break. You earn the staff’s trust. You learn the ropes while keeping the business running.   But this hard comes with leverage.   You skipped the 5-year grind. You bought a working system. You gave yourself a platform.   You chose your hard. And it’s one worth choosing.       You Now Have Skin in the Game   Owning a business changes the way you see time, money, and effort.   You stop wasting Mondays.   You start caring about every sale.   You look at costs like a surgeon, not a shopper.   Because now, it’s your name on the line. Your income depends on your decisions. Your future gets built by your actions, not your manager’s.   That shift? That’s freedom.   Not the relaxing kind. The real kind.   The kind that builds wealth over decades. The kind that creates options. The kind that forces you to grow.       You’re Doing What Most Won’t   Most people dream. Few people commit.   They’ll say, “I’ve always wanted to own something.”   They’ll talk about ideas, but never sign.   You did.   You took the leap. You backed yourself. You got out of the stands and onto the field.   And whether this business is your retirement plan or your launch pad, you now belong to a group that gets it.   People who know what it means to sign their name and take full responsibility.   People who build.       Savor It   This isn’t a soft landing. This isn’t a movie montage.   But it is a milestone.   Your name. On that contract.   No one else to blame. No one else to credit. Just you.   You’ve officially crossed the line from employee to owner. From dreamer to doer.   So take a second.   Breathe. Smile. Feel the weight of what you just did.   Because no matter what happens next, this moment is yours.   You are now a business owner. Welcome to the game.     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

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