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It’s time to stop treading water and build confidence with a better performing business.
23 Hamilton St,
Subiaco WA 6008
It’s time to stop treading water and build confidence with a better performing business.
23 Hamilton St,
Subiaco WA 6008
The cost of financial advice in Perth depends on the work involved. For small business financial planning in Perth, the right scope may depend on your business’s complexity, your goals and whether you need a one-off plan or ongoing support. The price depends on the case and is given after a quote request, with the work required shaping the cost.
It’s understandable to want a clear idea of costs before you commit. But planning is about more than fees: it can help you make informed decisions about cash flow, growth, succession and how your business fits with your personal finances.
This article explains what can affect advice costs in Perth, what financial planning may cover and how to think about the next steps. You’ll also see how a considered plan can connect day-to-day business finances with longer-term goals, so decisions feel less like guesswork.
This article provides general information only, not personal financial advice. Seek professional advice before making business-structure or financial decisions.
There’s no single fee for financial advice in Perth. Fees depend on the scope and complexity of the work, the records available and whether you need ongoing support. A start-up seeking help with a business plan has different needs from an established company preparing for growth or succession.
How do small business financial planners in Perth compare with accountants and bookkeepers? Bookkeepers record and organise transactions, while accountants help interpret financial records and manage accounting and tax work. Financial planning focuses on strategies and decisions connected to business and personal goals. These roles can complement one another.
What does small business financial planning in Perth include? It can involve reviewing business finances, clarifying goals, considering cash flow and growth options, and agreeing on practical next steps. A new business might need to assess its plans and forecast its needs, while an established business might focus on expansion or succession.
Which Perth financial planners specialise in small businesses? For business-focused support, the Small Business Development Corporation connects owners with advisers who have run, or are currently running, businesses. Financial advice names associated with Perth include Ray Ong, who operates under Australian Financial Services Licence number 523195, and Paul Holly and Philippa Elliot, who are listed with Australian Financial Services Licence number 322220.
Licence details identify an adviser, but they don’t explain how recommendations are formed or how the adviser is paid. Before agreeing to an engagement, clarify the advice covered, how fees are calculated and whether investment advice is included. Compare the written scope with your needs, whether you’re addressing a one-off business decision or seeking ongoing guidance.
Start-ups and established businesses can also need different advisory services. A start-up may need support assessing an idea, planning its finances and preparing for disruption. An established business may need regular performance reviews or a virtual CFO approach, which uses remote financial oversight to help owners interpret results and plan decisions. Agree on the reporting rhythm and outputs before work begins.
For business owners in Subiaco, West Leederville and Leederville, an in-person meeting may suit some discussions, while virtual meetings can work for owners who prefer to meet remotely. Consider which format will support timely reviews and clear decisions, rather than choosing an adviser based on an address alone.
Regional businesses in Western Australia can call the Small Business Development Corporation’s advisory service on 133 140. Its support can assist with financial management, tax, business plans and disruption. That gives regional owners a practical route to discuss their situation and identify the next planning steps without travelling to Perth.
What financial risks should small businesses in Perth plan for? Start by identifying cash-flow pressure, disruption to trading, tax-management issues and the financial impact of delayed growth. List what could interrupt income, then consider the effects on bills, staffing and planned investment. An adviser can help turn that list into priorities.
Business decisions can affect household finances too. A tailored plan can bring business cash flow, personal savings, investment choices and longer-term priorities into one view. For example, an owner considering a new hire can weigh the business commitment against family spending goals instead of treating each decision in isolation.
Western Australian small businesses, including start-ups, can access free business advisory support from the Small Business Development Corporation. Its advisers can assist with financial management and tax questions, and owners can call 133 140. Use that conversation to define the issue, organise relevant business records and identify practical next steps.
Owners with more complex finances may need to consider business structure, changing income, personal wealth and future plans together. For instance, a couple who both work in a business may need to understand how a change in business income affects household commitments. Advice should reflect these connected priorities, not just one account or business decision.
What financial planning services can Australian small businesses claim as tax deductions? There isn’t a blanket answer: treatment depends on the nature and purpose of the expense and the business’s circumstances. Separate business-related costs from personal advice costs, keep clear records and discuss the treatment with a registered tax professional.
What are the current tax, GST and BAS obligations for small businesses in Australia? They depend on the business structure, activities, GST registration status and reporting arrangements. Keep accurate income and expense records, and organise tax and BAS information around the business’s reporting cycle.
What funding, grants or small business loans are available in Western Australia? Options depend on program requirements, eligibility and your business circumstances, so don’t build a plan around funding before understanding the conditions. The Small Business Development Corporation can help owners assess a business idea and develop a business plan, useful groundwork before considering funding.
Advice fees and minimum investment requirements vary with the work and advice model. Before proceeding, clarify what the engagement covers, how fees are calculated, whether investment advice is included, and whether any minimum applies. A written scope helps you compare the proposed work with your needs without relying on a headline fee alone.
Wealth planning can connect investment decisions with business and personal goals. Start by listing priorities, such as keeping funds available for business needs, building personal wealth or preparing for a future change in work. Then discuss how risk, time horizon and access to funds shape your options. An investment plan should make these trade-offs clear.
For a focused discussion about your goals and next steps, book a planning conversation.
A financial plan becomes useful when decisions turn into assigned tasks. For small business financial planning in Perth, record each goal, action, person responsible and review point. For example, to improve profitability, an owner could assign someone to review supplier costs and compare the results with the budget.
What steps should a small business take to prepare a financial plan? Gather current accounts, list business and personal goals, identify risks, then develop a budget and action plan. The Small Business Development Corporation can help small businesses with business planning, giving owners a way to organise their thinking before putting decisions into practice.
Break the plan into manageable steps. A practical sequence is:
Strategic planning connects tasks to the wider direction of the business. A Perth retailer planning to add online sales, for instance, can map setup costs, staffing needs and sales targets before committing resources. Base business development on customer and trading evidence, not just an ambitious target. This helps owners create a plan they can act on and assess.
Budgeting strategies make that plan workable. Separate regular operating costs from planned investments, then track expected income against payment timing. If a seasonal business expects quieter trading, it can use past sales records to prepare for that period and schedule discretionary spending carefully. Highly detailed forecasts aren’t necessary to begin; clear assumptions and consistent accounting records give owners a useful base.
Retirement planning also belongs in the implementation stage. Define the personal income and lifestyle you want after stepping back, then consider how business decisions support that goal. An owner hoping to reduce their workload gradually, for example, can plan which responsibilities to transfer and what financial information they need before making changes. Keep personal and business priorities visible together.
Review the plan at agreed intervals and after major changes, such as a new contract or unexpected disruption. Record the decision, its expected effect and the next review point. This creates a practical record for checking whether the strategy is helping the business meet its goals or whether its assumptions need updating.
A business strategy should reflect the business’s goals and opportunities, informed by a review of its operations and accounts. This helps turn findings into assigned priorities.
Growth can increase revenue while putting pressure on cash, staffing and delivery. A Perth business considering a second location, for example, should assess customer demand, fit-out costs, extra wages and the time needed to reach steady sales. Compare expected profit with the added commitments before choosing a launch date. This gives owners a clearer basis for deciding whether expansion supports the business they want to build.
Start by identifying the reason for growth. Is the aim to serve more customers, increase profit per sale, reduce reliance on one client or make the business less dependent on its owner? Each goal points to different decisions. A service firm seeking more capacity might document repeatable work and train staff, while a retailer could review which products generate dependable returns.
Before committing, map the effects on business operations and personal finances. List the resources required, income assumptions and anything that could disrupt delivery. A Perth café planning catering, for instance, may need to consider kitchen capacity, staff availability, suppliers and the effect on existing customers. Identify the evidence that will inform the decision, such as enquiries, bookings or sales patterns.
Succession planning is most useful before an owner needs to leave suddenly. It can prepare for retirement, a sale, a family transition or an unexpected change in the owner’s ability to work. Start by documenting key responsibilities, customer relationships, supplier knowledge and processes that depend on one person. If a senior employee may take over, identify the skills and decision-making experience they need to develop.
A practical succession plan connects ownership goals with the business’s financial position. An owner planning to sell can organise reliable accounts and clarify which parts of the operation depend on their personal involvement. Someone considering a family transition can discuss timing, future roles and effects on business continuity. Where relevant, coordinate financial and professional advice rather than making assumptions during a stressful transition.
Use a simple planning checklist to turn intentions into actions:
Reviewing progress helps owners see whether growth is improving profit or simply adding complexity. For example, compare a new service’s sales and costs with its forecast, then decide whether to continue, adjust or pause investment. Review a succession plan as people’s roles change, too. These decisions keep the business’s direction connected to the owner’s longer-term priorities.
A budget shows whether planned spending fits expected income; a cash-flow forecast shows when money may come in and go out. A Perth trades business, for example, might invoice after completing work but need to pay suppliers before customers settle their invoices. Distinguishing profit from available cash helps owners make informed decisions about timing, commitments and priorities.
Build the forecast around actual payment dates, not just sales totals. List expected customer receipts, supplier invoices, wages, rent, tax payments and owner drawings. If a customer pays later than expected, shift the receipt to the likely payment date and see which bills may be difficult to meet. This makes timing gaps visible before they disrupt daily operations.
Use these steps to create a working cash-flow view:
A simple forecast can be especially useful when trading is seasonal. A Perth tourism operator may receive more bookings during busy periods but face quieter trading between them. Map expected booking income against fixed costs and supplier payments across both periods. This helps the owner plan spending around the business’s circumstances instead of relying on a strong month to cover future commitments.
A useful budget separates essential costs from flexible spending. For a small design studio, rent and software subscriptions may be regular commitments, while equipment upgrades can be planned purchases. Review each category against business priorities. If a large client delays a project, the owner can see which discretionary costs might be postponed without losing sight of planned growth.
Compare the forecast with actual bank activity regularly. If sales are on target but cash is tight, check invoice timing, overdue customer payments and upcoming supplier bills. If costs exceed the budget, identify whether the cause is a one-off purchase or an ongoing change. Recording the reason makes the next forecast more useful and supports clear decisions with staff or advisers.
Businesses with changing sales can update a rolling forecast as new orders, costs and payment dates become clearer. A wholesaler receiving a large order, for example, can add expected stock purchases and customer receipts before committing to fulfilment. This links the decision to its cash impact and helps owners judge whether the order fits their capacity.
KHT Accounting & Wealth can help connect business finances, growth plans and personal goals. Its Business Accounting Services and Business Advisory support owners seeking to understand financial performance and plan their next decisions. Financial Planning and Wealth Management can bring personal financial priorities into the wider picture.
Consider this support when reviewing cash flow, weighing a growth opportunity or connecting business and personal finances. The right focus depends on your goals and circumstances, so start by identifying the decision you want help working through.
Contact KHT Accounting & Wealth to discuss your financial planning needs.
A considered approach to small business financial planning in Perth can help turn uncertainty into a clearer direction. Choose one decision to move forward, such as preparing for growth or connecting business priorities with personal goals. Bring the questions and information that will make the conversation useful.
KHT Accounting & Wealth offers Business Accounting Services and Business Advisory to support business financial decisions, alongside Wealth Management for longer-term personal priorities. Together, these services can connect business performance with the future you’re working towards.
You don’t need every detail mapped out before taking the next step. Start with the issue that feels most pressing and build from there with informed guidance.
With a clearer path, you can move forward with greater confidence and focus.
There’s no single fee for every advice engagement: costs depend on its scope and complexity. An initial advice fee is agreed before advice is provided. If you proceed, an implementation fee may apply and will be disclosed in the Statement of Advice. Ongoing service fees may be a fixed fee or a percentage of portfolio value, paid monthly. Ask for the proposed work, fee basis and any implementation costs in writing.
Start with the current bank balance, then map expected customer receipts and business payments by their likely dates. Separate recurring bills, such as rent, from variable costs, such as materials, and include tax commitments and owner drawings. For a local trades business, record when each invoice is expected to be paid, not just when it is issued. Compare the forecast with actual transactions and update it when orders, costs or payment timing change.
Article by
Ben Elliot
I'm Ben, and I help Aussie business owners make more profit, pay less tax and build long-term wealth. I've been an accountant for over 20 years, and you can access my knowledge on things like business structures, tax planning and wealth-building through any of the channels below,
If you'd like to discuss your specific business and financial goals, my team at KHT Accounting & Wealth would be happy to have a chat! Reach out to me directly on https://calendly.com/benelliott
The information contained on this website is intended for general informational purposes only and does not constitute financial, tax, or legal advice. While KHT endeavours to keep the information up-to-date and correct, we make no representations or warranties of any kind, express or implied, about the completeness, accuracy, or reliability of the information. Any reliance you place on such information is strictly at your own risk.