When James*, the owner of a civil contracting business, booked a free strategy session with us, he admitted something most directors feel but rarely say out loud:

“I don’t even know where to start.”

The business had hit a rough patch. Cash flow was tight, supplier payments were behind, and the ATO had started issuing red letters that were piling up. 

James wasn’t dodging responsibility, he was just completely unsure what his options were. He’d spoken to his accountant, who gave him the standard advice: “You probably need to speak to a lawyer.”

Instead, they heard about us via the radio and booked a free strategy session with us.

Tell Us Your Story

Our first meeting wasn’t about judgment, blame or pressure. It was about listening.

We let James walk us through how he got here - the good years, the recent challenges, the impact of losing a major contract, and how his role had slowly shifted from running the business to constantly putting out fires.

He told us how it felt like the world was turning against him, the blame he felt from the staff, the suppliers and the government.

He then talked about the pressure the business stress was causing at home. The lack of sleep, the short temper with his family and constant anxiety. Although these are all things we hear commonly, every story we hear is deeply personal and it was important for James to get it off his chest.

Once we understood the story, we got to work on the facts.

Understand the Financials and Personal Risk

Together, we reviewed the business’s key financials - outstanding tax, creditor pressure, employee entitlements and cash flow gaps. We also spoke about James’ personal position. He had a house with equity, a personal guarantee with the bank, and a deep fear that one wrong move could put everything on the line.

This is where many directors freeze. But in our process, this is where clarity starts to emerge.

From this part of the process - we start to understand what's truly important for the client, and that gives us an prioritised understanding of what needs to be protected.

Map a Way Forward

By the end of the conversation, we were able to talk through a clear, practical plan. In James’ case, that included pausing creditor pressure, reviewing his staffing model, and exploring a formal restructuring option that could significantly reduce the company’s debt and protect his personal position.

We then went away and developed a strategy document - including projected savings, a step-by-step process, and clear next actions.

All of this was free of charge. There was no upfront fee, no surprise invoice, and no obligation to continue.

The Outcome?

By the end of the conversation James said something we hear often:

“That’s the first time I’ve felt in control in months.”

He chose to proceed with the strategy, and we’re now well into the implementation phase — but that first session was the turning point. It was the moment panic was replaced with a plan.