Business Acellerator Mastermind

Business Acellerator Mastermind CA | CS | CMA | Business Coach | I help business owners streamline finances, boost profits & scale sustainably | Founder, R K Murarka & Co.|

🚀 Chartered Accountant & Business Coach helping MSMEs double their profits in just 180 days through proven Finance & Sales Systems.

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Your employees get a fixed salary every month. Do you?Here's something I ask almost every founder I work with: "What's y...
30/08/2026

Your employees get a fixed salary every month. Do you?

Here's something I ask almost every founder I work with: "What's your salary from the business?"

Most give me a range. "Depends on the month." "Whatever's left after expenses." "I take what I need."

That answer alone tells me more about the business than the P&L does.

When your own income is a leftover instead of a line item, a few things quietly start happening.

You can't tell if the business is actually profitable, because your biggest personal expense isn't being treated as a real cost.

You end up making pricing and spending decisions based on your own cash needs that month, instead of what the business actually requires.

And during a slow month, you're the first person who doesn't get paid not the vendor, not the staff, you.

A fixed salary isn't just about personal financial stability, though that matters plenty.

It's a discipline that forces your business to actually price and plan around paying its owner properly, the same way it plans around paying everyone else.

I've watched founders resist this for years, worried that a fixed salary would strain cash flow.

In almost every case, once it was implemented properly, it did the opposite it forced pricing and cost decisions that made the whole business healthier.

So before you vote, think about last month specifically. Not what you're supposed to take.

What you actually took, and whether it was planned or just whatever was left.

Do you draw a fixed salary from your business?

Yes, fixed monthly

Withdraw as needed

Rarely pay myself

Never have

Vote above, and drop your industry in the comments I'll tell you how to calculate what your fixed salary should actually be.

Mixing the two doesn't just confuse your books. It confuses your decisions.If you can't answer "what's my business actua...
29/08/2026

Mixing the two doesn't just confuse your books. It confuses your decisions.

If you can't answer "what's my business actually worth" without guessing, personal and business assets have already blurred together.

If personal and business expenses share one account, every transaction needs manual sorting before any report means anything.

If you "borrow" from the business without recording it anywhere, cash is moving out with no entry, no repayment plan, no visibility.

If business decisions bend around your personal cash needs pricing, spending, timing you're not really running a business anymore.

If your CA has to guess which expenses are business-related, every filing season becomes a reconstruction exercise, not a review.

And if you've never drawn a formal salary, just withdrawals as needed, there's no fixed, trackable number to plan around at all.

A founder I worked with couldn't tell me his real profit for two years straight not because the business was doing badly, but because his money and the business's money were the same thing.

Drop your industry in the comments I'll tell you the first step to separate the two properly.

A small thread on the wrist, a lifetime of “I’ve got your back.”Some relationships don’t need daily conversations to rem...
28/08/2026

A small thread on the wrist, a lifetime of “I’ve got your back.”

Some relationships don’t need daily conversations to remain strong.

They live in shared childhood memories, unspoken understanding, endless teasing, occasional arguments, and the quiet assurance that someone will always stand beside you.

Raksha Bandhan brings us back to that special relationship between brothers and sisters a relationship that grows and changes with time but never really loses its place in our lives.

As responsibilities increase and families move in different directions, occasions like these give us a reason to reconnect, appreciate each other, and remember the people who have been part of our journey from the very beginning.

May this occasion strengthen the relationships that matter, bring families closer, and fill our homes with warmth, laughter, and countless memories.

Here’s to celebrating not just a tradition, but the trust, care, responsibility, and companionship that make the brother-sister relationship so special through every stage of life.

This Rakhi, don’t just tie the thread take a moment to tell your sibling, “No matter where life takes us, I’m always there for you.”

Your factory isn't losing money in one place. It's leaking from seven.Raw material wastage feels normal, so nobody measu...
27/08/2026

Your factory isn't losing money in one place. It's leaking from seven.

Raw material wastage feels normal, so nobody measures it against a real benchmark. Machine downtime gets logged, but rarely costed in rupees.

Overproduction ties up cash in finished goods nobody's tracking against actual demand.

Rework and rejections quietly get buried inside overall COGS. Power costs rarely get benchmarked per unit produced. Vendor rates that went up 18 months ago never get renegotiated.

And overtime, meant to be an exception, quietly becomes a permanent fixed cost.

None of these feel urgent individually. Together, they're often the exact gap between a "decent year" and a genuinely profitable one.

A founder I worked with, ₹3Cr manufacturing turnover, found ₹14L in combined annual leakage across just three of these seven areas once we actually measured them.

Seven leaks, each small on their own. Together, they decide your real margin.

Drop "FACTORY" in the comments if you've never audited these 7 areas I'll share where to start.

May this festive season remind us that the richest celebrations are those that bring people, values and gratitude togeth...
26/08/2026

May this festive season remind us that the richest celebrations are those that bring people, values and gratitude together

Festivals have a beautiful way of reconnecting us with what truly matters.

Beyond celebrations and festivities, they remind us of the importance of gratitude, relationships, shared values and staying connected to our roots.

In business too, sustainable success is rarely built by numbers alone.

It is strengthened by people, trust, collaboration and the ability to grow while remaining grounded in our values.

For entrepreneurs and professionals, such occasions are also an opportunity to appreciate the people who contribute to our journey our families, teams, clients, associates and well-wishers.

May this festive occasion bring renewed energy, meaningful relationships and fresh opportunities into our personal and professional lives.

As we celebrate, may we continue building organisations that create not only financial success but also meaningful impact for everyone associated with them.

Wishing you and your family a wonderful festive season filled with abundance and memorable moments.

Warm wishes to you, your family and your entire team on this special occasion.

One customer isn't a client. It's a single point of failure.If one customer is 30-40% of your revenue, that's a concentr...
25/08/2026

One customer isn't a client. It's a single point of failure.

If one customer is 30-40% of your revenue, that's a concentration most founders never actually calculate until it's too late.

If losing them would mean an immediate cash crisis, not just a slowdown, that's not loyalty. That's exposure.

If they get special pricing "to keep them happy," your margin is quietly being sacrificed to protect a relationship you can't afford to lose.

If your production, staffing, and cash flow all revolve around their orders, you've built your business around one buyer's schedule, not your own.

If you've turned away other clients to prioritize them, diversification opportunities have already been quietly passed up.

And if you've never stress-tested what happens if they leave, there's no plan for the one scenario that could hurt you most.

A founder I worked with had 52% of revenue from a single client and no plan B, until we built one together.

A loyal customer is an asset. One you can't afford to lose is a risk wearing a good relationship's clothing.

Drop your biggest customer's share of revenue in the comments I'll tell you if it's a healthy number.

As the month draws to a close, 31 August 2026 brings together several important tax and corporate compliance requirement...
24/08/2026

As the month draws to a close, 31 August 2026 brings together several important tax and corporate compliance requirements.

Some apply to a very large number of taxpayers, while others are relevant only in specific situations involving trusts, deductions, retirement benefits, royalty income, capital restructuring or corporate filings.

That is precisely why compliance should never be handled with a simple “one deadline fits all” approach.

The better approach is to review your applicability well in advance: Which requirement applies to you? Is any declaration, certificate, return or application pending? Are the supporting documents complete?

A deadline missed because a provision was overlooked can create avoidable complications later even when the underlying transaction itself is perfectly genuine.

Use the remaining time to conduct a quick compliance review and close applicable requirements systematically rather than waiting until the final day.

Not sure which 31 August compliances apply to you or your organisation? Connect with us for a quick applicability review.

Your P&L tells you if last month went well. Your balance sheet tells you if the business is actually built to last.Recei...
21/08/2026

Your P&L tells you if last month went well. Your balance sheet tells you if the business is actually built to last.

Receivables growing faster than sales is a collection problem quietly building, well before it feels urgent.

Inventory rising without matching sales growth means cash is getting locked into stock that isn't actually moving.

Short-term loans funding long-term assets create a mismatch that hits you with repayment pressure at exactly the wrong time.

Reserves and surplus shrinking year on year is a quiet sign that profits aren't actually being retained in the business.

Current liabilities exceeding current assets is a real liquidity risk, even when the business looks profitable on paper.

And unexplained loans to directors or related parties often sit on the books for years, rarely reviewed or questioned.

A founder I worked with had a "profitable" business for 3 straight years, while his balance sheet quietly showed shrinking reserves the entire time. Nobody had looked past the P&L.

Drop your industry in the comments I'll tell you the first thing to check on your balance sheet.

Is Your CA Just Filing Returns, or Actually Advising You?You pay your CA every year. Does he ever tell you something you...
20/08/2026

Is Your CA Just Filing Returns, or Actually Advising You?

You pay your CA every year. Does he ever tell you something you didn't already know?

Most founders have a CA relationship that looks the same every year.

March arrives, documents get shared, returns get filed, an invoice comes in. Repeat next year.

That's not a bad relationship. It's just an incomplete one.

Filing keeps you compliant. It tells the government what already happened in your business.

It doesn't tell you what to do next, where your margin is leaking, or whether your pricing still makes sense given what costs look like today.

A real advisory relationship looks different. Your CA flags a cash flow issue before it becomes urgent.

They ask about your growth plans, not just your turnover. They explain what's in your financial statements instead of just asking you to sign them. They help you decide, not just report.

I've sat with founders running ₹2-3 crore businesses who've used the same CA for over a decade, purely for filing.

The moment real advisory entered the picture someone reviewing margins, cash flow, and pricing regularly problems that had quietly existed for years finally got noticed and fixed.

This isn't about your CA being bad at their job. Filing and advisory are genuinely two different skill sets, and most CA relationships were only ever built for one of them.

So be honest with yourself here not about how long you've worked with them, but about what actually happens in your conversations.

Is your CA just filing, or actually advising you?

Just files returns

Advises sometimes

True growth partner

Don't have a CA

Vote above, and drop your industry in the comments I'll tell you what a real advisory conversation should actually sound like.

An accountant records the past. A CFO helps you build the future.Big decisions get made on gut feel  6-7 figure calls wi...
19/08/2026

An accountant records the past. A CFO helps you build the future.

Big decisions get made on gut feel 6-7 figure calls with no projection or model behind them.

Cash surprises happen even in "good" months. The P&L looks healthy, but cash keeps catching you off guard.

You've got multiple revenue streams, but no consolidated view of which one actually makes money.

Fundraising or a loan is on the horizon, but there's no financial model just past filings, which lenders and investors rarely find convincing on their own.

Your accountant reports what happened. They never advise on what to do next.

And growth decisions get approved before anyone models the actual cash impact.

A founder I worked with had all six signs and still called his accountant "excellent" because he was excellent at filing. Just not at the questions that actually needed asking.

You don't need a full-time CFO to think like one. You need someone asking the right questions before the decision, not after.

Drop your industry in the comments I'll tell you which of these 6 signs to fix first.

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