CQBusinessSupport

26/05/2026

20/05/2026

When we get the basics right we set a solid foundation.

17/05/2026

Sometimes we need to step out of the business & make time for us.

13/05/2026

Over the years I’ve seen the highs of business, but also the stress that comes when costs rise, margins tighten, and owners end up working long hours just trying to stay on top of everything.

I recently read that 1700 small businesses closed in April alone. That hit hard.

Behind every business is usually a family, staff, suppliers, and a lot of pressure people don’t see.

One thing I’ve always been good at is walking into businesses and spotting small operational issues that quietly cost time, money, and energy.

Not dramatic changes. Just practical improvements.

Living here in Lammermoor, I’m passionate about helping local businesses around Yeppoon and the Capricorn Coast stay strong, reduce stress, and run more smoothly.

If you’d ever like a friendly chat about your business, feel free to message me.

CQBusinessSupport.com.au
[email protected]

12/05/2026

When Does The Workday Actually Start?

This topic came up when I was working with a local business here in CQ.

A supervisor had use of a company vehicle to travel to and from work. On the way, he would also pick up 3 other staff members. It had simply become “the way things were done.”

What the business owner didn’t realise was the staff were clocking on from the time they were picked up — not from when they arrived at work.

When we added it up, it worked out to around:

✔ 1.25 extra paid hours per day
✔ 6.25 hours per week
✔ Approximately $9,750 per year in additional wages

No fraud.
No bad people.
No major drama.

Just one of those small operational habits that slowly becomes normal over time.

This is why I always say profitability is often affected by lots of small 1%ers rather than one big issue.

Sometimes it’s:

overtime habits
start/finish times
scheduling
payroll interpretation
vehicle use
process inefficiencies

Small things individually… but together they can have a major impact on a business over 12 months.

My role isn’t to tell owners what decisions to make. It’s simply to help identify what’s happening operationally so they can make informed decisions themselves.

05/05/2026

I was walking around introducing myself to local businesses and had a great chat with a Branch Manager.

The owner at another location. (Multi-site setup) approach was simple:
Take every booking. Fill the schedule.

Makes sense.

But the manager told me something different…

“I underbook… so if someone walks in, we’ve got space.”

The owner had no idea.

Let’s break that down:

Average client: ~$350
Estimated net profit: ~$50

At least 2 empty time slots per day… “just in case”

That’s:
$100 per day
$500 per week
$26,000 per year

Gone.

And that’s a conservative estimate.

All based on a decision that felt right…
but wasn’t measured.

This is how profit disappears.

Not through big, obvious mistakes…
but through small, unchecked behaviours happening daily.

Multiply that across departments, staff, and locations…

Now you see the real cost.

Little things changed = big results gained.

If you would like a chat, to find out what may be happening in your business, message me.

03/05/2026

It’s not by accident I can walk into a business and make small changes that create big results.

Whether I’m stepping in as a manager or advising from the outside…
the approach is the same:

I don’t see one business.
I see multiple profit centres.

Most businesses try to “water everything” at once.
And in doing that… they miss the areas that actually drive the result.

The grass isn’t greener somewhere else.
It’s greener where you water it — specifically.

Let me show you what that looks like:

Admin → should justify itself.
Recover wage costs where possible (e.g. subsidies, efficiencies).

Marketing → must pay for itself.
If campaigns don’t cover their cost, they’re not working.

Production → drives output.
Increase output without increasing hours = higher profit.
Reward efficiency, not just effort.

Transport → one of the most underpriced areas.
Fuel, maintenance, fleet replacement — all must be accounted for.
If not, your business is quietly subsidising deliveries.

Individually, these are small adjustments.
Together, they change everything.

Because profit isn’t built at the top.
It’s built in the details most people overlook.

That’s the difference between a business that’s busy…
and a business that’s actually profitable.