You’ve shaken hands. The buyer’s excited. The Letter of Intent is signed. You’re already planning what comes next. Then the

I want to flag something, because I think a lot of business owners may miss the window – or will they? Well, I think the answer is Yes and No……. A change is coming to how capital gains are taxed in this country, and the businesses that come out ahead will be the ones that quietly get things in order over the next twelve months. If you own a business through a trust, a partnership, or in your own name, this affects you directly, and we would rather you hear it early so you can decide to take any necessary action.

Seven out of ten family business transitions fail. Not struggle. Not face challenges. Fail completely. That means business closure, forced

Australia's metal fabrication sector doesn't grab headlines the way software or AI does, but it is undergoing its own quiet transformation. The market is estimated at roughly AUD 665 million and is forecast to grow steadily over the next decade as infrastructure spending, defence procurement, and precision manufacturing demand all lift in tandem [1]. Much of that growth isn't coming from new entrants

Australia's software development sector is one of the fastest-growing parts of the business landscape. The market reached an estimated AUD $5.4 billion in 2025 and is forecast to grow to around AUD $24.2 billion by 2034

The difference between a transition that preserves value and one that destroys it usually comes down to a handful of

Ronald Reagan is remembered for a phrase that has become almost a political cliché: freedom is not free. [1] He was speaking about liberty in the geopolitical sense, but the same observation applies equally to markets.

When I wrote our M&A Outlook in the first quarter, I argued that the deal market remained resilient despite the geopolitical noise, and that the mid-market would continue to be where the real action was in 2026. Halfway through the year, the evidence is stacking up on both fronts.

I started my first business in 1987: a pizza home delivery chain in the UK, back when the concept was still a novelty. By 1990, we had grown to 84 outlets and captured 15% market share. Two years later, at just 28 years old, I sold the business to the market leader, Perfect Pizza.

You’ve spent years building something that works. The revenue’s there. The systems run. The clients keep coming back. Then you