BusinessSolvency checks one thing every BAS quarter: will the cash coming in pay every bill going out, including tax, super, loans and your own pay?
“Nobody ever shows you how much revenue you need to generate each period to pay every bill.”
The Sustainable Cashflow Formula asks the question that decides whether a business survives:
including tax, super, loan repayments, the owner’s drawings and a reserve for the unexpected.
It is a harder, more honest test than profit, and every figure it needs is already in your accounting software. See how it is measured →
Using the figures your accounting software already holds. About twenty minutes: compare the quarter with the plan, see which way the trend is moving, and take one action.
The Sustainable Cashflow Formula, applied the same way to sole traders, partnerships, companies, and clubs and associations.
“I didn’t set out to build a compliance platform. I set out to answer one question — what would have needed to be true for these businesses to survive?”
Stephen Fairbairn isn’t an accountant, a lawyer, or a career governance professional. He’s an independent researcher who experienced business closure firsthand — multiple times — before spending ten years developing the framework that became the Sustainable Cashflow Formula, and ultimately BusinessSolvency, a platform for every Australian SME — sole traders, partnerships, trusts and companies.
Whatever your role, the routine is the same: one cash check every BAS quarter, and one action while the fix is still small.
Before your next BAS, check that cash will cover next quarter’s tax, super and loan repayments.
See the quarterly check, step by step →Do the same check, and record it in writing. A dated record is a director’s best protection.
Read Chapter 2A →Put a three-year cash forecast on the agenda before your next AGM, and bring your accountant in from the start.
Read Chapter 2B →Then Chapter 2D →Choose one client this BAS quarter and run their Solvency Forecast with them. It turns the BAS you already prepare into advice clients value.
See your reading path →Serving a club? Chapter 2D →Why this quarter? Three cash cushions that hide a problem are disappearing by 30 June 2027. See why now ↓
Hypothetical businesses and clubs, built from patterns seen again and again in real Australian closures.
Growing and profitable, but excessive owner drawings quietly used up its working capital.
Read the story →Profit looked fine. Stock, a fit-out and slow collections drained the cash.
Read the story →Hiring the first staff turned a profitable business cash-negative in one year.
Read the story →Comfortable ratios hid a margin crisis, until the cash showed it.
Read the story →A new clubhouse was paid for, but nothing paid to run it. A members’ levy and a plan brought it back.
Read the story →A healthy bank balance hid a club in trouble, held up by a short-term loan and unpaid suppliers.
Read the story →Their stories are the warning. Yours doesn’t have to end the same way.
They lead the setup, then add you: your own Solvency Forecast, built on the right footing.
A new service that starts where your compliance work stops: you lead the setup, then add the owners.
Or start right now, either way.
Start your own sustainable cashflow →