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As a business coach who works exclusively with tradies, I often meet owners who know they have something special, but feel stuck. Sue and Ian from Ponds of Melbourne are a great example of this. After 25 years in business, they had reached a point where progress had stalled. Cash flow pressure, tax stress, and the feeling of going backwards had taken its toll. They knew their business had potential, but they also knew they could not unlock it on their own. One of the biggest turning points for Sue and Ian was recognising their own capability. Through structured coaching, they gained clarity around their numbers, confidence in their pricing, and systems that supported payment on the day. Simple changes, like introducing a capability statement and standardising how the business ran, shifted how they saw themselves, and how clients saw them. Most importantly, they moved away from the “next job, … Read more
In this blog I want to show you how to document business systems properly so anyone in your business can follow them and complete tasks correctly without you having to step in all the time. I use a simple five-step method that makes sure every process is clear, consistent, and easy to hand over to someone else. Without proper documentation, systems often fall apart and the work ends up back on your plate. Here are the five key steps I use for documenting business systems: Brief Description Video / Photo Steps Frequency Checklist Every system should start with a short description of the task, for example “how to enter a new job into Fergus” or “how to reconcile QuickBooks.” Then I recommend recording a short video or taking photos to show exactly how it is done. After that, write down the step-by-step actions in order, note how often the task … Read more
In this blog I want to talk about why business systems are essential for tradie business owners and the most common ones every growing business needs. Systems make it possible to delegate tasks effectively, improve consistency, and increase the overall value of your business. Without documented systems, you end up repeating the same instructions and struggling to grow. Having the right systems in place allows you to step back from the daily grind and focus on the high value activities that move your business forward. Here are the key systems I believe every business should have documented and working well: Job Management System Quoting & Invoicing Accounting System Scheduling Customer Service Sales Process KPI’s and Reporting Team Meeting Agenda Equipment Maintenance Return Materials Each of these systems helps create structure and reliability. Whether it is using a job management program, setting up a clear quoting and invoicing process, maintaining high … Read more
I often get asked what consulting with me actually looks like – so I thought I’d explain it. Most business owners come to me with a particular issue they really want to solve. It might be around business strategy, marketing, sales, team performance, or something else that’s stopping the business from moving forward as fast as it could. When we start working together, I offer a free introductory meeting where we sit down, look at what’s happening in your business, and map out a path to solve the issue. From there, we work at a pace that suits you and your business whether that’s tackling one key problem right now or working toward a bigger long term plan. My goal is always the same: to help you find clarity, build confidence, and get your business kicking ahead as quickly and effectively as possible. If you’re ready to get some help … Read more
As a business coach, I often get asked about gross profit – what it actually means, how to calculate it, and why it matters. A client asked me about it just this week, so I thought it was worth breaking it down here for other tradie business owners. Gross profit is simply the money left over after subtracting the direct costs of a job – things like materials and site labour — from the total sales. For example, if a job is billed at $100 and the costs of materials and labour are $60, the gross profit is $40. That’s the amount that tells you how much money your business has earned from the job before overheads like rent, insurance, or admin costs are factored in. It’s also useful to look at gross profit on a monthly profit & loss statement. Let’s say sales for the month are $100K, and … Read more
As a business coach, I often see owners struggling with stress – and I’ve been there myself. What I’ve learned is that while the challenges you face may not always be as big as they feel, the impact on your wellbeing, your business, and your life is very real. That’s why I want to share some practical ways I manage and recommend to my clients when stress starts to take over. It starts with self-care: setting clear work hours so you don’t burn out, exercising daily to clear your head, eating a healthy and balanced diet, getting 7 to 9 hours of good sleep, and taking regular breaks or holidays to recharge. The other big one is seeking support. Whether it’s talking with other business owners, leaning on a mentor, or speaking with a professional, you don’t have to go through stress alone. These simple steps have helped me and … Read more
In this video, I talk about the difference between “doers” and “completers” and why this really comes down to creating a sense of urgency in your team. Doers are often busy with tasks, but without much focus on getting things finished. Completers, on the other hand, are the people who push through, finish the job, and get that sense of achievement that comes with completion. As business owners, we want more completers. The best way to encourage this is by using what I call “time talk.” It’s about framing every meeting, every discussion, and every instruction with a time frame. For example, “Will you have that finished by the end of today?” or “Can we complete this by the end of the week?” By consistently talking about time and completion, you pass on your sense of urgency to your team. This can be a great discussion point in team meetings … Read more
In this video, I talk about how to qualify customers properly and why it can save you a huge amount of time and frustration. I share a real example where one of my clients wasted half a day on a prospect who was nowhere near ready to buy, and how better qualifying could have prevented that. The key is to ask better questions. I explain how to: Uncover the customer’s real problem Understand the impact it is having Clarify their time frame Find out if they have a budget in mind These questions quickly reveal the quality of the lead and how serious they are about moving forward. I also share some practical ways to raise the quality of your leads: using questionnaires to gather more detail, inviting prospects to your office or showroom so they buy into the process, and even offering paid site visits that show commitment and … Read more
In this video, I talk about capability statements – what they are, how to use them effectively, and the one thing you should never do with them. A capability statement is more than just a glossy brochure; when used properly, it’s a powerful tool to attract the clients you actually want to work with – the ones who are profitable and can provide repeat business. I share my best advice on how to present a capability statement face-to-face, how to highlight the right services for each client, and why showing genuine passion and enthusiasm makes all the difference. Most importantly, I explain why emailing your capability statement is one of the quickest ways to lose its value. If you’d like help creating or using a capability statement to win the right customers for your business, get in touch, I’d be glad to help. Thanks Hugh
I’ve been having a lot of conversations with clients about how to structure pay for non-billable office staff – especially project managers and operations managers in trades and manufacturing businesses. A common question that keeps coming up is: Should these staff be paid by the hour? I’ve seen a pattern, especially with team members who’ve moved off the tools and into the office. Some of them come in with a bit of a clock watching mindset – they’re used to being paid hourly and working to rigid schedules. But once they’re in a leadership or coordination role, things need to shift. In my view, these roles should be based around fixed hours, say 8:30 to 5:00, but with a clear understanding that there needs to be some give and take. Maybe they’ll stay back late to finish a project, drive back from an interstate site, or set up jobs for … Read more