Financial Thinking for Business Builders
Most people who start businesses don't fail because of bad ideas. They struggle because they never learned how money actually works in a business context. We're changing that—not through lectures, but through practical frameworks you can start using immediately.
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Built Around Real Business Decisions
Here's what makes this different. We don't teach financial theory in isolation. Every session connects directly to decisions you're actually facing—pricing your services, managing cash flow during growth phases, understanding when debt makes sense versus when it doesn't.
The cohort starting September 2025 runs for eleven months. That's deliberate. Financial understanding isn't something you pick up in a weekend workshop. It develops as you work through actual scenarios, make projections, test assumptions, and see what happens.
Months of Applied Learning
Live Working Sessions
Participants Maximum
How the Program Actually Works
We've broken this into four phases because that's how financial understanding actually develops. Each phase builds on the previous one, and you'll be working on your own business throughout.
Foundation: Money Movement Basics
Before you can make smart financial decisions, you need to understand how money actually moves through a business. We start with cash flow mapping, not balance sheets. You'll build a working model of your business finances that shows you exactly where money comes from and where it goes. This isn't accounting—it's visibility.
Months 1-3Pricing and Margin Reality
Most entrepreneurs underprice because they're guessing. We'll work through pricing frameworks that account for your actual costs, desired profit margins, and market positioning. You'll learn when to say no to revenue that doesn't make financial sense. Sounds simple, but this is where most businesses gain their first real breathing room.
Months 4-6Growth Funding Decisions
When does it make sense to take on debt? When should you bootstrap instead? We dig into capital structure decisions using real examples from Australian businesses. You'll learn to evaluate financing options based on your specific situation, not generic advice. This phase includes sessions on reading term sheets and understanding what investors actually look for.
Months 7-9Building Financial Systems
By the final phase, you're working on systems that give you ongoing financial clarity. This includes forecasting methods that actually work for small businesses, KPIs that matter for your stage of growth, and decision frameworks you can use independently. The goal is sustainable financial literacy, not dependency on experts for every choice.
Months 10-11Who You'll Work With
Small cohorts mean you get direct access to people who've built businesses and understand Australian market realities. These aren't just instructors—they're active practitioners who currently run companies.
Callum Driscoll
Capital Structure & Growth Finance
Spent eight years in venture debt before starting his own advisory practice. Works primarily with tech and services businesses navigating their first serious funding rounds. Known for breaking down complex financing structures into decisions you can actually evaluate.
Sienna Fairweather
Operational Finance & Cash Flow
Built and sold two businesses in hospitality and retail—sectors where cash flow makes or breaks you. Now helps founders build financial systems that give them real-time visibility. Her approach focuses on practical tools over theoretical models.
Declan Pembroke
Pricing Strategy & Margin Analysis
Former management consultant who got tired of giving advice and started implementing it himself. Runs a manufacturing business and a consulting practice. Specializes in helping service businesses transition to product models without destroying their margins in the process.
What Participants Actually Gain
We track specific outcomes because vague promises don't help anyone. Here's what previous cohorts have reported six months after completing the program.
Cash Reserve Building
4.2 monthsAverage increase in operating cash reserves. Not because revenue jumped dramatically, but because participants learned to manage cash flow cycles and build buffer systematically.
Pricing Adjustments
23%Average price increase among service-based participants who completed margin analysis work. Most reported that clients accepted increases with minimal pushback when positioned properly.
Financial Decision Time
67%Reduction in time spent analyzing financial decisions. Not because decisions became less important, but because participants developed frameworks that made evaluation more efficient.
Profitable Customer Ratio
31%Improvement in the percentage of actually profitable customer relationships. Many participants discovered they were losing money on certain clients and made deliberate choices about which relationships to continue.