Investment & Wealth Management
Your business built the wealth. Now make it work.
There is a moment most successful owners reach where the problem changes shape.
For twenty years the question was how to grow the business. Then a sale completes, or the business matures enough to throw off more than you need. Now the question is what to do with capital that’s no longer working inside the thing you know best.
An illustration of reducing concentration, not a recommended portfolio or allocation.
The default
Doing nothing feels safe
And for a period after a dividend, distribution or sale it often is the right call.
What tends to go wrong is that the pause has no end date, and the decision keeps getting deferred because no option feels as familiar as the business used to.
That’s a genuinely different discipline, and it’s one owners frequently get wrong by doing nothing for years.
Where we start
Advice that starts with your position, not a product
Most investment conversations start from what’s being offered. We start from what you already have — which for a business owner is usually a concentrated, illiquid, tax-complicated position that no model portfolio contemplates.
Why it sits alongside the accounting
Nothing gets recommended without someone knowing what it does to your tax.
What we help with
Five things, in your context
- A strategy built around your actual risk position
Including the risk you already carry in the business, which no model portfolio contemplates.
- Superannuation strategy
Contributions, structure, and how it interacts with a business sale.
- Where assets should be held
Personally, in super, in a trust, or in a company — and what each one does to your tax.
- Diversifying out of a single concentrated asset
Without triggering avoidable tax on the way.
- Reviewing what you already hold
Including legacy products nobody has looked at in a decade.
Why the standard advice doesn’t fit
Where the business owner’s position is unusual
Standard advice assumes a salary, a mortgage, some super and a savings account.
Almost none of that describes the person we’re usually sitting across from. Each of those differences changes the answer — where to hold an investment, when to realise a gain, how much to contribute and in whose name.
- Income arrives irregularly, and in forms you partly choose
Wages, dividends, distributions, loan repayments — each taxed differently and each timed differently.
- Wealth sits inside entities rather than in your own name
Which changes who can receive what, and when.
- Timing is often controllable in a way an employee’s never is
When to realise a gain becomes a decision rather than an event.
- A large share of net worth is one illiquid asset
And that same asset generates the income you live on.
It also changes who should be in the room. These decisions have tax consequences that only show up a year later, which is why we’d rather make them with the accounting side of the business at the table than in isolation from it.
The most common finding
Not that someone invested badly. That everything moves together.
Both are addressable. Neither is comfortable to look at without someone naming it, and neither gets named by an adviser who only ever sees one part of the picture.
The business, the commercial property the business leases, the family home in the same town, and often personal guarantees over business debt. If the industry turns, every one of those moves together.
A large cash holding and no plan for it, held far longer than intended because deciding feels harder than waiting.
Review shared exposures across business, property, home and guarantees. Links show relationships, not measured correlations.
What happens first
The first three months
Stage 01
Discovery
Everything you own, everything you owe, the entities, the tax position, and a proper conversation about what the money is actually for. That last question is the one most people have never been asked directly.
Stage 02
A written strategy
With the reasoning visible, so you can disagree with it. Including what we’re deliberately not recommending, and why.
Stage 03
Implementation, at your pace
Large lump sums rarely need to be deployed all at once, and the pressure to act quickly usually serves the adviser rather than the client.
Stage 04
Reviews on a set cycle
Because a strategy set once and never revisited becomes a strategy for a life you no longer have.
Risk, honestly
Working with a business owner is different
Owners tend to be more comfortable with risk in things they control and less comfortable with risk in things they don’t. That’s rational, and it doesn’t map neatly onto a standard risk profile questionnaire.
They also have lumpy, irregular income, capacity to time when income is received, and access to structures most employees don’t have. Advice that ignores all that is advice built for someone else.
Retirement Planning for Business OwnersWhere this sits in the bigger picture.
Estate PlanningStructuring what happens to it next.
Business ValuationBecause the concentrated asset in the middle of all this needs a number on it.
Start with a consultation
What you hold, what you’re trying to achieve, and whether there’s a gap.
A conversation about what you hold, what you’re trying to achieve and whether there’s a gap.
Book a consultationGeneral advice warning — placeholder. This page contains general information only and does not take into account your objectives, financial situation or needs.