Know your numbers. Grow your profit. Sell it well.

Before and after: the front door, rebuilt.

The high-level checklist, not just the look. Illustrative case study, invented figures.

What it tells you. The booking, the payment and the record now land together, so nothing is typed twice and every booking shows where it came from.

Six steps and two people, down to three steps and nobody.

Website, bookings, payments, accounts and email, joined up so each fact is typed once.

What it tells you. From a recent concept for a member organisation. Nothing is re-typed, so nothing is re-typed wrong.

Let machines do what they do best, so your people can do what they do best.

What gets set up, and the hours it gives back each year. Illustrative figures.

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What it tells you. 131 hours a year is more than three working weeks. That time goes back to clients and to the work only people can do.

October, closed and reported in five business days.

Profit and loss against budget, and where the money sits. In the pack: Profit and lossBalance sheetCash flowWho owes youKey numbers

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What it tells you. Revenue is $14k behind budget for the year, but costs are tighter, so profit is $9.8k ahead. The watch item is the $31.5k customers owe you, up this month.

Everything lodged and paid on time. 3 due in the next 30 days, all covered.

Every lodgement and payment for the year on one statement, with a traffic light and a note on each line.

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What it tells you. Next up: payroll tax $6.9k on 7 November and PAYG $21.4k on 21 November. Both covered, and nothing is overdue.

October: $46.2k profit. Cash went down $13.8k.

Every dollar between profit and cash, on one page. Cash: $182.4k on 1 October, $168.6k on 31 October.

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What it tells you. Customers are paying slower: $31.5k is sitting in unpaid invoices, and three accounts make up most of it. Chase those and the month looks very different.

What made money in October, and what didn't.

Profit by site and by service. Darker means more profit; outlined means a loss.

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What it tells you. Pilates loses money in Preston and Thornbury. Northcote shows it can work: the same classes made $3.2k, with rooms 82% booked against 51%.

Cash, twelve months out: never below $109k.

Every month's payroll, rent, tax and super, against the bookings you already have.

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What it tells you. February is the tight month: the quarterly BAS lands in a quiet trading month. It is still $13k above two months of payroll, so nothing to fund. Just no big purchases that month.

Full-year profit $503.8k. Free cash $271.9k. Here is the plan for it.

Four months actual, eight projected. Budget: $480k. Profit is the score; cash is what you can actually use.

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What it tells you. You are $23.8k ahead of budget on profit. After tax, equipment and loan repayments, $271.9k is free: $120k to the owners, $60k reinvested, $70k into a growth fund, the rest to the buffer.

Board paper: a second physio at Northcote.

Three options, costed on profit, cash and risk. One recommendation, on one page.

What it tells you. Option B adds the most profit, and cash still stays above two months of payroll ($96k). It goes to the board at the December meeting.

Every decision has an owner and a date.

And it is checked at the next meeting, so nothing is decided twice and forgotten.

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What it tells you. The price rise is already paying $2.1k a month. The overdue accounts from the cash page are being chased this week.

What moves full-year profit most? Bookings, then price.

Each line moves one thing and holds everything else. Base case: $503.8k.

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What it tells you. A 2% price rise is worth $73.4k a year. A 5% drop in bookings costs $82.9k. That is why the first question at the board was how full the Preston rooms are.