Blog
We make Diract, software that keeps a trade business's quotes, jobs, invoices, website and customer list in one place. Plenty of good tradespeople have never done any marketing. They have no proper website. They have barely touched Google. They track nothing.
·4 min read
Every business believes it loses on price. The ones that record the reason usually discover they lose on silence.
·4 min read
Everybody needs to find a customer's phone number. Not everybody needs to see what that customer pays.
·4 min read
The spreadsheet did not break. It just stopped being able to answer the questions the business started asking of it.
·5 min read
Every integration is a promise to keep two systems agreeing forever. Three of those are worth making.
·4 min read
The monthly figure is rarely the problem. The problem is the third feature you need, sitting two tiers higher.
·4 min read
The subcontractor's certificate expired in March. Nobody knew until a site office asked for it in June.
·5 min read
The technician who has never been to this address is about to learn everything the last one already knew.
·5 min read
A monthly report describes a month that has already happened. A morning screen describes something you can still change.
·4 min read
Every name on that list has already trusted you with money. No advertising reaches a colder audience more expensively.
·4 min read
A demonstration shows you the parts that work beautifully. Nine questions find the parts that will not.
·5 min read
If two people disagree about which stage a deal is in, the pipeline is not a report. It is a shared guess.
·5 min read
The record gets written in the ten minutes between jobs, or it gets written from memory at nine at night. Those produce different records.
·5 min read
If your team has an unwritten convention for what goes in Notes, Notes is doing the job of a table that nobody built.
·4 min read
Every failed CRM rollout has the same middle chapter: for a few weeks, both systems were half right.
·4 min read
You already know what this customer buys, how often, and what they said yes to last time. The record just has to say it.
·4 min read
The question is not whether you will leave. It is whether leaving would cost you eleven years of history.
·4 min read
Nobody refuses to use a CRM. They just find that entering the data costs them more than it gives them.
·4 min read
A plumber's customer is a person. The work is at an address, and the address is often not theirs. Two records, not one.
·5 min read
A CRM built for a sales floor asks a business of five to run a process it does not have. The useful half is much smaller.
·6 min read
Nobody ever decides to stop chasing. The follow up just never became anybody's job, on any particular day.
·5 min read
Three enquiries arrive three ways: a call, a web form and a text to somebody's mobile. Only one of them gets quoted.
·4 min read
The person covering on Friday cannot read Tuesday's promise, because it sits in somebody else's mail.
·4 min read
Three records for one customer means three partial histories, and a report that counts them as three customers.
·4 min read
Every empty field on a contact form is a question somebody decided not to answer. Forty fields produce twenty answers.
·5 min read
Two buildings with identical glass can be a two hour job and a two day job. The glass is never what makes the difference.
·4 min read
Every trade business loses tools. The ones that recover quickly are the ones that can say exactly what they had.
·4 min read
December decides how March feels. By the time the phone slows down, the selling window has already closed.
·4 min read
Nothing announces an expiry. A builder's site office does, usually on the morning the work was meant to start.
·4 min read
A customer thinking well of you does nothing at all. A customer writing it down works for years.
·4 min read
The manufacturing is the predictable part of a sign job. The permit and the lift are where the weeks and the money go.
·4 min read
A number nobody sees changes nothing. A number the wrong person sees changes something else entirely.
·4 min read
An installer without monitoring sells a box once. An installer with it owns a relationship that pays every month for years.
·4 min read
Nobody remembers the record's name. They remember the street, the amount, or the first three letters of a surname spelled differently.
·4 min read
Two three bedroom houses can differ by half a truck. Bedrooms describe a floor plan, not what is inside it.
·4 min read
The tasks that go wrong are never the urgent ones. They are the quarterly ones somebody used to remember.
·4 min read
A workshop keeps the car until the part arrives. A mobile mechanic has to leave, and leaving turns one job into two.
·4 min read
A kitchen built to the wrong dimension is firewood. Every protection in a joinery business exists because of that single fact.
·4 min read
An irrigation system fails underground and reports it on the surface, weeks later, in a place that has nothing to do with the cause.
·4 min read
Every gutter cleaner has a fortnight where the phone rings constantly and a quarter where it does not. The round is what flattens that.
·4 min read
An install happens once a decade. A spring, a motor and an annual check happen far more often than that.
·4 min read
Every spreadsheet has a column somebody recalculates by hand and occasionally forgets. A formula field is that column, minus the forgetting.
·4 min read
Floor area tells you how much room there is. It does not tell you how many boxes to order, and the difference comes out of somebody's margin.
·4 min read
An excavator earns only while it digs, and it costs from the moment it leaves the yard. Most rates price the first and ignore the second.
·4 min read
Every business keeps records that no product screen anticipates. The question is whether to bend an existing screen or build the right one.
·4 min read
Two walls holding the same number of bricks can differ by two days. The difference sits in the openings and the access.
·4 min read
The customer nobody deals with any more still appears on three years of invoices. Deleting them does not remove those invoices, only the name on them.
·4 min read
A tradesperson doing paperwork at nine at night is not being thorough. They are rebuilding a day from memory, and memory drops the billable parts.
·4 min read
Most dashboards fail by being complete. A screen with twenty numbers on it makes every one of them equally unimportant.
·4 min read
Nobody sees waterproofing again until something goes wrong, and by then it sits under a finished floor.
·4 min read
The cost of an unnecessary notification is not the interruption. It is the attention it takes from the one that mattered.
·4 min read
Most trade businesses know the repayment and guess everything else. The guess is usually half the real figure.
·4 min read
Most trade overspend surfaces at month end, once the job has finished and the money has gone.
·4 min read
Most trade businesses know which jobs felt bad. Very few know which ones lost money, and they are rarely the same list.
·4 min read
A sole trader hiring their first employee is not adding capacity. They are becoming a different business with a payroll.
·4 min read
An invoice ignored for ninety days is rarely a customer refusing to pay. It is a business that never asked twice.
·4 min read
Profit and cash are different numbers, and the one that closes a business is cash.
·4 min read
A solar customer rings about production in week two because nobody showed them a normal day.
·4 min read
A scaffolding business owns a finite amount of steel. Every week it stands unbilled on a slow site is a week it cannot earn elsewhere.
·4 min read
Pool servicing looks like a fixed monthly fee. The cost underneath it swings with the weather, and most rounds never reprice.
·4 min read
A plasterer controls when the work starts and not when it dries. Every trade behind them inherits that, and most schedules ignore it.
·4 min read
Most new starters learn a business's systems by interrupting somebody else, which teaches them the workarounds rather than the work.
·4 min read
Glass is the one material nobody trims on site. A measurement out by three millimetres is a new sheet and another week.
·4 min read
Two hundred metres across flat clear ground is one job. The same figure on a slope behind a house is another.
·4 min read
Every business assumes it could retrieve its data. Very few have ever tried, and the trying is the whole exercise.
·4 min read
Duplicates are rarely a data problem. They are a form that let two people create the same customer without either one seeing the other.
·4 min read
Timber moved more in two years than in the decade before it. A quote with no expiry hands that movement to whoever wrote it.
·4 min read
Height is the number a customer quotes back at you. Almost everything expensive about tree work sits underneath it.
·4 min read
The first visit earns the fee. The second one spends it, and the customer remembers only that the repair took two weeks.
·4 min read
Most permission problems are not security failures. Somebody could not do their job, so an admin opened everything.
·4 min read
Most trade businesses treat a callback as bad luck. Logged properly, the same three causes explain most of them.
·4 min read
Most trade safety paperwork gets completed properly and filed somewhere nobody can find. The filing is the part that fails.
·3 min read
Most trade businesses chase new enquiries while sitting on a database of people who already paid them once.
·4 min read
A rate that has not moved in three years has moved. Your costs went up and you absorbed the difference.
·4 min read
An apprentice slows you down for a year. How much, and for how long, depends almost entirely on the jobs you give them.
·3 min read
Ten per cent wastage is a habit, not a calculation. The real figure depends on the pattern, the tile size and how square the room is.
·3 min read
Climbing every roof you quote costs you an hour a job. Most of those hours buy you nothing you could not see from the ground.
·4 min read
Two rooms of the same size can differ by a day in preparation. A price per square metre hides that difference until you are standing in the room.
·4 min read
Every table fills with records somebody named in a hurry. Six months later, nobody can tell two of them apart.
·4 min read
The second trip is where a locksmith's margin goes. It is nearly always caused by one part that cost twelve dollars.
·4 min read
Every spreadsheet carries fifteen years of small compromises. An import is your chance to drop them, and most people copy them straight into the new system.
·4 min read
A concreter loses days to rain that never fell, because the whole week was built around one pour that could have moved.
·4 min read
Every business has had the conversation where a figure is wrong and nobody changed it. History turns that from an accusation into a fact.
·4 min read
Most equipment lists were built for the accountant. The one you need answers a different question: what can go out on a job tomorrow.
·4 min read
A deposit is not a favour the customer does you. It is how a job funds its own materials, and it is the cheapest test of whether the work is actually happening.
·4 min read
The cost of a subcontractor is easy. The hard part is knowing which job it belonged to, and finding that out months later is how margin disappears.
·4 min read
The tag on the lead is for the person holding the tool. The register is for you, and it answers questions a tag never can.
·4 min read
Nobody sets out to bill a different number from the one the customer accepted. It happens because somebody typed the invoice from memory a fortnight later.
·4 min read
The callout is not expensive because the work is hard. It is expensive because it moves four other jobs, and most plumbers price only the first part.
·4 min read
Markup is not a tax on the customer for your supplier relationship. It pays for the hours between ordering a part and installing it.
·4 min read
Most landscaping businesses price the install carefully and the maintenance from memory. The maintenance is the half that pays the quiet months.
·4 min read
The best time to sell a service agreement is the day the unit goes in, and almost nobody asks then.
·4 min read
Nearly every cleaning contract that goes bad goes the same way. The price went in writing, and the scope went by word of mouth.
·4 min read
Every field starts as text because text accepts anything. That is exactly why it is the wrong choice for almost everything.
·4 min read
A progress claim is a question about the contract, not an invoice with a bigger number. It is read by somebody looking for a reason to hold it.
·4 min read
Six jobs and three vans is a scheduling problem people solve in their head every morning, badly. The fix is not a better memory, it is putting the drive time on the screen.
·6 min read
The gap between finishing a job and getting paid is mostly a gap in your own process. The cheapest way to close it is to take the money while you are still standing there.
·5 min read
Geofenced check in was built for businesses where everybody comes to one building. For a cleaner or a plumber, the only place that matters is whichever site they have reached.
·5 min read
A new starter exists in your business a fortnight before they exist in your software. That gap is where the roster gets written on paper and never makes it back.
·6 min read
Most dashboards show you everything and rank nothing. A home screen earns its place by answering one question: what needs me today?
·5 min read
Monthly updates
What is still due this month, what falls in October, and the two changes that started on 1 July. Payday super has taken the quarterly super date off the calendar, and only Queensland asks a principal to review the trust reconciliation.
·6 min readAustralia
The owner asks on the frame walk. You say yes. Under the Domestic Building Contracts Act, that may be the whole paperwork, and it is not enough.
·7 min readAustralia
Standard mix, weighed bowls, formula cards in grams, and a price list that says what happens past the standard.
·4 min read
Delivery apps keep a slice of every order. How to move your regulars onto ordering you own, and run the kitchen from a board instead of dockets.
·8 min read
The price depends on what the plans show and what is still in the ground. So quote the part you can see first.
·4 min read
Listings in one place, vendors in another and key dates in someone's diary. The software setup that brings a small agency or property business together.
·7 min read
The hot water unit gets charged. The second trip to the counter often does not.
·5 min read
The list is short. What trips businesses up is where the record goes after the technician writes it.
·5 min readAustralia
Two rounds with the same weekly cut do not sell for the same price. The difference is the driving.
·4 min read
"The kitchen wasn't done again." What you can show about last night decides how that email ends.
·4 min read
Priced per site, serviced per unit, per ladder, per roof. Where maintenance contracts lose their margin.
·4 min read
Two certificates, two clocks, and the forms that do not count. Quoted from the Electricity Safety Act 1998.
·5 min readAustralia
The first professional quote sets the price every later one has to beat. What a quote holds, how a variation gets recorded, and what a follow up involves.
·6 min read
The gap between finishing a job and being paid for it is working capital you are lending out for free. What it costs, and the routine that closes it.
·6 min read
A plumbing book is two businesses under one licence: fast maintenance work and quoted projects. What each needs from software, and how the setup differs.
·6 min read
Five connected lists and three screens run most trade businesses. What each one holds, and how to set them up in Diract without a developer.
·6 min read
Electrical work has a compliance spine most trades do not: the certificate. How to run every job along one line, from enquiry to paid, with nothing left open.
·6 min read
Changes a builder writes down get paid. Changes waved through on site end in arguments. Five fields and one Friday routine that keep a job's variations paid.
·5 min read
Every second email asking a new client for something is a question the form could have asked. What to collect, in what order, and at which stage.
·4 min read
Access rarely goes wrong in one decision. It grows through exceptions that each seemed reasonable. How to set roles up so it does not.
·4 min read
Build exactly what you need, or bend your business around someone else's software? The real trade-offs, and a third option.
·7 min read
Dead buttons, half-built screens and features that do not exist. How to tell whether an app built for you will survive real work.
·7 min read
Spreadsheets are fine until three people edit the same one. Here are the signs it is time to switch, and how to move the data without losing a row.
·7 min read
You do not need a developer to get an app shaped around your business. A proper plan, a real description of the business, and a careful read before anything gets built.
·9 min read
A mailbox holds one signature. When a person works in several companies, that one slot is the whole problem, and Diract has a setting for it.
·3 min read
Every business tracks something the software did not anticipate. In Diract that is a table you make, not a spreadsheet you keep beside it.
·3 min read
Software that holds your files decides how hard it is to leave. Diract lets the files stay in a drive you already own.
·3 min read
A group structure, a second entity, or a bookkeeper with several clients: all meet the same wall. One login per business. Diract does not work that way.
·2 min read
One person files an email. Everyone else sees it under the same label in their own mailbox, whether they use Gmail or Outlook.
·4 min read
A firm that cannot name its top five referrers is thanking the wrong people and has not noticed the one who went quiet.
·5 min read
The client's company review falls due in March. The firm learned that in February two years ago, and nobody recorded it.
·4 min read
Six people are involved in this conveyance. The file records one of them, and the other five live in somebody's sent items.
·5 min read
Somebody rang three weeks ago about a dispute. Nothing in the firm's systems knows they exist.
·5 min read
The worst matter a small firm takes is rarely the one that lost money. It is the one that consumed the weeks a better matter needed.
·4 min read
The same update reaches a developer, a widow and a referring accountant. Two of the three delete it unread.
·4 min read
A firm can tell you everything about matter 4521 and very little about the client who has brought it eleven matters.
·5 min read
A conflicts search that only reads client names will never find the other side of a matter you ran three years ago.
·5 min read
A precedent nobody can find is a document that exists and does no work. Most firms have a library like that.
·4 min read
Clients rarely object to paying for work they agreed. They object to discovering it afterwards.
·4 min read
A matter that finished in March and closed in November spent eight months making every figure in the firm slightly wrong.
·4 min read
A client who has not heard from their lawyer for six weeks assumes nothing is happening. Usually something is, and nobody told them.
·4 min read
Time sitting unbilled for six months rarely bills in full. The delay has usually made the decision already.
·4 min read
A matter opened in ninety seconds costs hours later. Everything missing at opening gets chased at the worst possible moment.
·4 min read
Most practices can produce a file that is missing half the correspondence, because half of it sits in somebody's inbox.
·4 min read
A practice can lose more to unrecovered disbursements than to any single bad debt, and it never appears as a loss anywhere.
·4 min read
Rule 47 lists the particulars a trust ledger has to record for each transaction. Most of the gaps an external examiner finds are one of them, left blank months ago.
·7 min readAustralia
Rule 52 says who gets a statement, what it carries, when it has to go, and which ledgers it exempts. The exemption is narrower than most firms assume.
·7 min readAustralia
Rule 60 requires a register of the powers and estates your practice acts in for trust money. It is short, it is easy to miss entirely, and an examiner asks for it by name.
·6 min readAustralia
The duty to report a trust account irregularity is not only the principal's. The Uniform Law sections that say who reports, how fast, and what a deficiency adds.
·4 min readAustralia
A lump sum bill is allowed, but a client can ask for it itemised. The Uniform Law sections that set the deadlines, and what a request does to recovery and interest.
·5 min readAustralia
$50,000 of recorded time became $40,500 in the bank in one worked example. How to record every reduction so you can see which part is growing.
·4 min read
Time left until the end of the week loses half its hours. How to record it the same day, and write entries that survive the partner's review and the client's reading.
·4 min read
Controlled money is trust money the client has told you to put somewhere else. The Uniform Law sections deciding where it goes, how a practice holds it, and how it leaves.
·4 min readAustralia
For an ordinary costs agreement the Uniform Law asks for very little. The detail is in conditional agreements, uplift fees, and what makes an agreement void.
·5 min readAustralia
An examination goes quickly when every record is already in the folder. What that folder should hold, section by section.
·4 min readAustralia
Most conflict check advice assumes a conflicts team. This is the process for when the person searching is also the person deciding.
·5 min readAustralia
Numbering schemes rarely break on day one. They break several years later. What breaks them, and a format that lasts.
·5 min read
A small firm needs matters, time, billing, trust and email in one place. Here is what to check before you choose.
·7 min readAustralia
A director cannot resign into a vacancy, and a late ASIC filing moves the resignation date forward. Both matter because section 588G applies debt by debt.
·4 min readAustralia
A debt is not an interest in land. That question decides most of these applications, and it comes before any argument about the amount.
·4 min readAustralia
Disclosure falls due before the retainer, or as soon as practicable afterwards. Get it wrong and the agreement can be set aside and the bill assessed without it.
·2 min readAustralia
Since 1 July 2026 a practice providing a designated service is an AUSTRAC reporting entity. It turns on the service, not the size of the firm.
·2 min readAustralia
Since 1 July 2026 super must reach the fund within 7 business days of payday. The quarterly deadline is gone, and with it the buffer most small practices were holding.
·2 min readAustralia
Seven years from the last entry, not from when the matter closed. That distinction decides what you can safely archive, and the journal counts as a record too.
·2 min readAustralia
Rule 48 gives you 15 working days after month end, and requires two statements rather than one.
·2 min readAustralia
The contract exchanged in March. The purchaser will hear from somebody about eleven more things before they get a key.
·5 min read
The lender wants the unconditional count today. The agent sends a spreadsheet on Fridays.
·4 min read
A developer can name every line of the feasibility and cannot say which agent introduced the buyer of lot seven.
·5 min read
The traffic engineer who turned a six week job into four is worth remembering. Two projects later, nobody can recall their name.
·5 min read
A plan of subdivision does not create a lot. A registered plan does, and a great deal happens between the two.
·4 min read
A developer sets up a strata scheme once and then leaves. The owners live inside those decisions for decades.
·4 min read
A month's delay does not cost a month's inconvenience. It costs a month of interest on everything drawn so far.
·4 min read
Somebody drafts a joint venture agreement while everybody is optimistic, and reads it while somebody is unhappy. The second reading matters most.
·4 min read
Every party to a development assumes somebody else's policy covers the thing that went wrong. Quite often nobody's does.
·4 min read
A defect found before the final payment is a conversation. The same defect found afterwards is a claim.
·4 min read
A short valuation feels like a verdict on the project. It is usually a verdict on the evidence the valuer had.
·4 min read
Every developer has bought a site whose problem was discoverable. The cost of finding it later is the whole reason due diligence has an order.
·4 min read
Most developers can name their build cost and not their monthly holding cost. The second number is what a delay actually costs.
·4 min read
A funded project can still run out of cash for three weeks at a time, and the builder is the one who finds out first.
·4 min read
The hardest part of selling off the plan is not the first contract. It is keeping forty buyers committed through two years of construction.
·4 min read
A tender that comes in well under the others is telling you something, and it is rarely that the builder is more efficient.
·4 min read
A development sells over two years and settles in six weeks. Everything that was not ready arrives at once.
·4 min read
A developer with sixty per cent presold and a lender who counts forty is not arguing about sales. They are arguing about conditions.
·4 min read
Nobody budgets for their twelfth consultant. The line grows one reasonable engagement at a time, and it grows fastest before a project earns anything.
·4 min read
Retention gets treated as a discount discovered later. It is cash you have already earned, and most of it is lost to nobody asking.
·4 min read
A feasibility that returns a single margin tells you what happens if every assumption holds. None of them will.
·4 min read
The conditions that delay a start are rarely the difficult ones. They are the ones nobody read until the week they were needed.
·4 min readAustralia
Costs rose $300,000 and a valuation came in 10% low. Which lending cap binds decides who pays for that, and it can change halfway through a project.
·4 min readAustralia
A build 40% paid, inside every budget line, can already be $50,000 over budget. The report columns that show it, and a monthly routine to keep them honest.
·4 min read
A 5% fall in sale prices took 35% off the land value in this example. The inputs a residual calculation needs, and the two to test before making an offer.
·4 min readAustralia
On one $2.4 million loan, interest ran from $103,067 to $119,718 depending only on the day each claim was paid. How to track it against the feasibility.
·4 min read
Nobody wants to install an app to buy a coffee. They do want the person behind the counter to know their name.
·4 min read
A thirty person booking is worth more than a busy Saturday, and it arrived as a direct message on a Sunday.
·5 min read
A venue does not need a record of everybody who buys a coffee. It needs one for everybody who books, orders ahead or delivers.
·5 min read
The same office rings every month, and every month somebody asks them the same six questions from scratch.
·5 min read
A dine-in meal arrives on a plate the venue already owns. The same meal in a bag carries five things the venue buys every week.
·4 min read
The best supplier deal is rarely the lowest price. It is the one where both sides still want the relationship in two years.
·4 min read
The first venue works because the owner is in it. That is exactly why the second one is hard.
·4 min read
Every kitchen holds a machine somebody bought with enthusiasm and nobody has touched in a year. Space is the most expensive thing in the room.
·4 min read
Selling a voucher feels like a sale. It is closer to a loan from the customer, repayable in food.
·4 min readAustralia
A function is the most profitable booking a venue takes, and the easiest one to lose money on it. The paperwork decides which.
·4 min read
A customer complaining in the room is a customer who has not written the review yet. That window is worth a great deal.
·4 min read
A café can survive a mediocre menu. Very few survive mediocre coffee, and almost none survive coffee nobody has costed.
·4 min read
Most cafes tolerate a daily variance because chasing it feels expensive. Tolerating it is what makes it grow.
·4 min read
Most cafes stocktake once, thoroughly, and then never again. A shorter count done weekly beats it every time.
·4 min read
A new starter thrown into a Saturday learns to survive rather than to work well, and the habits from that shift last for years.
·4 min read
A roster copied from last week is a guess dressed as a plan, and it is usually wrong in both directions on the same day.
·4 min read
A cafe owner can name their rent to the dollar and rarely their power bill. Rent holds steady; power reflects choices.
·4 min read
Commission is the obvious cost of a delivery platform. The packaging, the kitchen disruption and the discounting are the ones that decide whether it pays.
·4 min read
One table lost for a Saturday night is a real share of the night's takings, and most venues do nothing to prevent it.
·4 min read
Most allergy mistakes happen at the handover, not in the kitchen. The information stops somewhere between the counter and the plate.
·4 min read
Most cafe problems arrive at the shift change. The morning team knew, and nobody left a record.
·4 min read
A cafe measures its day in takings and its future in regulars. Only one of those usually gets counted.
·4 min read
A cafe usually prices a new menu from the old one's habits. That is how a cafe launches a dish that sells beautifully and earns nothing.
·4 min read
Cafe equipment fails at the worst possible moment, because the worst possible moment is when it works hardest.
·4 min read
A cafe checks the price of every dish on its menu, and almost none of the prices its suppliers charge. The second list moves more often than the first.
·4 min read
Food cost tells you something went wrong last month. Wastage tells you what, and it is the only one of the two you can act on this week.
·4 min read
Every cafe has opening and closing checklists. Most of them get ticked in one pass at the door, which is the same as having none.
·4 min read
A catering order is a second business running inside the first one, at exactly the hours the first one is busiest.
·4 min read
A second site is not a second business needing its own login. Rostering, routes, pay and the staff list all follow a chooser at the top of the screen instead.
·6 min read
The roster says what you planned. The timesheet says what happened. Payroll pays what somebody typed. The pay review screen sits between them.
·5 min read
The standard never says temperature log. It names nine clauses. Here they are, with the moment in a cafe's day that each one suits.
·6 min readAustralia
The Fair Work Act sets one working day. The Regulations set the contents, including extra lines for staff paid by the hour.
·4 min readAustralia
The usual par formula left one cafe 7 litres short of milk on a Sunday and over-ordered on Monday. Setting a par for each delivery instead.
·4 min read
Two things the menu price hides decide whether a dish makes its margin. What gets trimmed before food reaches the plate, and the GST in the price.
·4 min readAustralia
The Fair Work Act sets the seven years. The Regulations set the list. What goes on it, for a cafe paying casual staff by the hour.
·5 min readAustralia
Four rostering habits that never feel like a decision can take two thirds of a week's profit. How to cost the roster before it goes out, and catch them.
·4 min readAustralia
Catering, functions and pre-orders get lost between venues. One list, with the venue and the status on every order, is what finds them again.
·7 min read