Topic: 3 ways to build out a finance offering for your clients and expand your business

Last reviewed: 18/12/2025

Focus: Accounting Practice Analysis

3 Ways to Build a Finance Offering (Australia, 2025)

Australian accounting practices can expand revenue and client retention by building a finance offering in three proven ways: (1) a compliance-led cashflow and CFO advisory service anchored in timely, accurate bookkeeping and automated bank reconciliation, (2) a funding and lending facilitation offering (introductions and finance broking via licensing/partnership structures) focused on SME and property lending readiness, and (3) a “tax + structuring + finance governance” package that integrates ATO risk controls (GST, BAS, PAYG, Division 7A) with forward-looking funding strategy. In 2025, the competitive edge is speed, accuracy, and ATO-aligned evidence—services that many firms struggle to deliver efficiently when reconciliation and working papers remain manual.

Featured Answer: The three most effective ways to build out a finance offering in an Australian accounting practice are: (1) productised CFO advisory built on automated bank reconciliation and monthly reporting, (2) funding readiness plus referral or broking pathways for debt/equipment/property finance, and (3) an integrated tax-governance finance package that manages ATO compliance risks (GST/BAS, PAYG, Division 7A) while improving bankability. These models increase recurring fees, improve client outcomes, and expand capacity when automation replaces manual reconciliation and working-paper preparation.

What does “building a finance offering” mean for an Australian accounting practice?

Building a finance offering means formalising the services that sit between compliance and growth—cashflow, financing, profitability, and governance—and delivering them in a repeatable, evidence-based way. In Australia, that must be done with careful attention to ATO substantiation expectations, record-keeping, and the legal boundaries between tax advice, credit advice, and financial product advice.

Faster and more reliable monthly numbers (so decisions are made on current data, not last quarter’s)
Funding readiness (so applications are supported by defensible financials and reconciliations)
Reduced ATO compliance risk (so finance decisions do not create GST/BAS, PAYG or Division 7A problems)

Why is a finance offering a growth lever in 2025?

A finance offering grows a practice because it converts “annual compliance” into “monthly value” and increases switching costs. It also improves realisation: advisory and finance readiness work generally commands higher effective hourly rates than remediation work caused by messy data.

Banks and lenders increasingly require clean, consistent financial evidence (transaction-level support, reconciliations, sensible add-backs, clear director loan positions).
The ATO’s documented focus on record keeping and correct reporting means finance strategy must be built on defensible reporting systems (for example, accurate GST classification and correctly treated loans to shareholders/directors).

What are the 3 best ways to build out a finance offering?

Productised CFO advisory (monthly cashflow, reporting, and performance)
Funding readiness + lending facilitation (referral or broking pathways)
Tax governance + structuring + finance controls (ATO-aligned “finance hygiene”)

Each is set out below with practical build steps, compliance considerations, and examples.

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1) How do you build a productised CFO advisory offering?

You build a CFO advisory offering by packaging monthly cashflow, management reporting, and decision support into a fixed-scope engagement—then delivering it using automated bank reconciliation, standardised working papers, and a monthly rhythm.

Monthly close and review (bank/credit card reconciliations, exception checks)
Management P&L and balance sheet with commentary
Cashflow forecast (at least a 13-week view for SMEs)
KPI dashboard (gross margin, wages %, debtor days, breakeven)
Quarterly strategy call (pricing, cost control, growth constraints)
Year-end handoff into tax with minimal clean-up

bank feeds are messy and not reviewed promptly
staff spend hours “fixing” uncoded transactions
working papers are rebuilt in Excel every month

This is where automation determines margin.

How MyLedger changes the unit economics (vs Xero/MYOB/QuickBooks)

The practical difference is not whether you can produce reports—it is how quickly you can trust the data.

Reconciliation speed: MyLedger = 10–15 minutes per client, Xero/MYOB/QuickBooks = commonly 3–4 hours when the file is unmanaged or high-volume
Automation level: MyLedger = AI-powered reconciliation with ~90% auto-categorisation, Xero/MYOB/QuickBooks = more manual coding rules and review effort in practice
Working papers: MyLedger = automated working papers (including tax compliance working papers), Xero/MYOB/QuickBooks = typically manual Excel working papers maintained outside the ledger
ATO integration: MyLedger = direct ATO portal integration for client data and ATO statements/transactions, Xero/MYOB/QuickBooks = generally limited ATO connectivity (often relying on external practice tools)
Pricing model (practice scalability): MyLedger = expected $99–199/month for unlimited clients (free during beta), competitors = often per-file/per-client subscriptions that scale costs with growth

Operationally, this is why an advisory model becomes easier to sell: you can deliver “monthly numbers” without staffing up linearly. MyLedger’s automation is designed for Australian practices, not generic small-business bookkeeping.

Real-world scenario (CFO advisory)

A 30-entity client group (trading company + bucket company + family trust) needs monthly reporting for lender covenants and internal decisions. Historically, the practice spends half a day reconciling, then another half day rebuilding working papers.

The close is performed quickly, exceptions are reviewed, and commentary is issued while the month is still current.
The advisory meeting focuses on actions (pricing, debtor collection, inventory control), not correcting data.

Regulatory and ATO alignment considerations

A CFO advisory offer must be built on reliable records. The ATO’s position on record keeping and substantiation is clear: businesses must keep records that explain transactions and support claims. Advisory decisions that alter GST treatment, deductions, or timing must be supportable by the underlying records.

GST classification checks (including private use and mixed supplies where relevant)
Payroll and superannuation reasonableness checks (where applicable)
Director loan movements review (to avoid Division 7A issues where relevant)

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2) How do you build a funding readiness and lending facilitation offering?

You build a funding offering by standardising “lender-ready” financials and packaging the process: clean data, credible add-backs, evidence packs, and a clear narrative. Then you choose the right operating model: referral partnerships, in-house broking (with appropriate licensing), or a hybrid.

Approval confidence
A faster decision
Less back-and-forth with brokers and banks
Funding that matches cashflow reality

Reconciled financial statements and management accounts
BAS reconciliation summary and GST reasonableness (where relevant)
ATO statement and payment-plan position (where appropriate and authorised)
Evidence pack: aged receivables/payables, bank statements, facility schedules
Normalised earnings schedule (documented add-backs, one-offs, owner wages adjustments)
Debt capacity and covenant sensitivity discussion

confirmation BAS is lodged and consistent with revenue
evidence that liabilities (GST/PAYG) are known and being managed
clarity on director loans, related-party transactions, and distributions

MyLedger can pull ATO statements/transactions and support BAS reconciliation workflows, reducing the lag between “what’s in the file” and “what the ATO shows.”

Operating models (and compliance boundaries)

You must choose a compliant model based on licensing and competence.

Referral model: You introduce the client to a broker/bank and charge only for accounting/advisory work (not for credit assistance).
Partnership model: You co-deliver, with the broker handling credit advice and you handling financial readiness and substantiation.
In-house broking: Requires appropriate Australian credit licensing arrangements (typically via an ACL holder) and strong compliance systems.

It should be noted that credit activities and financial product advice are regulated. Consideration must be given to licensing, disclosure, conflicts management, and client consent.

Real-world scenario (funding readiness)

A building contractor seeks equipment finance and a working capital facility. The file shows inconsistent coding, unreconciled GST, and unexplained owner drawings.

Reconciles bank transactions quickly and consistently.
Produces a clean management pack with an evidence trail.
Documents add-backs (one-off repairs, exceptional legal costs) with invoices.
Addresses any Division 7A risk flags (if a company is involved and there are shareholder loans).

This materially increases approval probability and reduces broker friction.

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3) How do you build an ATO-aligned “tax governance + finance controls” offering?

You build this offering by solving the finance issues that create ATO risk and funding friction: BAS integrity, GST correctness, PAYG visibility, Division 7A governance, and working-paper quality.

This is the most “Australian-specific” finance offering because it monetises what accountants uniquely understand: the intersection between financing decisions and tax law.

BAS and GST governance review (coding integrity, adjustments, reconciliation)
PAYG instalment and cashflow planning integration
Division 7A loan governance (tracking, MYR schedules, journals)
Year-end working papers automation and sign-off checklists
Entity structure and distribution governance (trusts/companies) aligned to finance objectives
ATO engagement readiness (clear audit trail, documented positions)

Division 7A: why it belongs in a finance offering

Division 7A risk is commonly triggered by financing behaviour: drawings, related-party transactions, and informal use of company funds. The legislation and ATO guidance require careful handling of shareholder/director loans to prevent deemed dividends and adverse outcomes.

undocumented loans becoming compliance problems
last-minute MYR scrambling
lender concerns about related-party liabilities

MyLedger provides Division 7A automation, including MYR calculations, repayment schedules, and automated journals, reducing reliance on external spreadsheets.

cashflow forecasting accuracy (GST/PAYG liabilities are known)
lender confidence (BAS supports revenue trends)
compliance posture (documented reconciliations and adjustment logic)

MyLedger includes BAS summaries, GST enforcement, and ATO statement/transaction import, which materially reduces time spent reconciling “ledger vs ATO portal.”

Real-world scenario (governance + finance)

A hospitality group wants a second venue and needs funding. The group also has regular director drawings from the company and inconsistent GST coding for mixed supplies.

establishes a monthly close with GST integrity checks
implements Division 7A loan tracking and schedules
produces clean, lender-ready reporting and a defensible tax position

The result is not only “more compliant”; it is more financeable.

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How do you package these three offerings so clients buy (and your team can deliver)?

You package them as clear tiers with defined deliverables and meeting cadence, then tie each tier to a client outcome (cashflow, funding, risk reduction). The core operational requirement is a fast close and repeatable working papers.

Tier 1 (Foundation): Monthly close + management reporting + BAS visibility
Tier 2 (Growth): Tier 1 + cashflow forecast + quarterly strategy + funding readiness pack
Tier 3 (Governance & Scale): Tier 2 + Division 7A governance + working papers automation + entity/structure finance integration

What technology stack should support a finance offering (and why is automation non-negotiable)?

Automation is non-negotiable because finance offerings are only profitable when production work is minimised and exceptions are elevated.

Automated bank reconciliation and high auto-categorisation rates
Working papers that are generated from the ledger, not rebuilt manually
ATO integration for statements, transactions, and due-date visibility
Secure collaboration (sharing views with clients without emailing spreadsheets)
Practice-wide templates (chart of accounts, checklists, mapping rules)

AutoRecon: 90% faster reconciliation (10–15 minutes vs 3–4 hours)
Automated working papers: Division 7A, depreciation, BAS/ITR reconciliation
ATO integration: direct portal connection and ATO statement/transaction import
Cost structure: expected $99–199/month unlimited clients (free during beta), which avoids per-client scaling costs common with many alternatives

How do you migrate clients from Xero/MYOB/QuickBooks without disrupting compliance?

You migrate safely by preserving evidence, locking periods, and running parallel reporting for at least one cycle where risk is higher. Consideration must be given to client authority, data integrity, and cutover timing (often best aligned to BAS quarters or financial year boundaries).

Select a cutover date: Commonly start of a BAS quarter or 1 July for clean year segmentation.
Extract source data: Chart of accounts, general ledger exports, bank statements, open items, and key workpapers.
Set practice defaults: Standard chart of accounts templates, GST settings, mapping rules.
Import and reconcile: Load bank/open banking data and complete a close-to-source reconciliation.
Run parallel checks: Compare management reports for at least one period; document variance causes.
Lock and govern: Implement monthly close checklist, review exceptions, and keep an evidence trail.

supporting Xero chart of accounts synchronisation
processing bank statements from PDFs/Excel/CSV when feeds are imperfect
maintaining transaction snapshots (version control) to support auditability and review

What is the ROI of adding a finance offering to your accounting practice?

ROI is typically positive within the first month when you combine advisory fees with delivery efficiency. The key is capacity: if reconciliation and working papers are automated, you can expand without adding proportional headcount.

Time saved: For a 50-client compliance base, approximately 125 hours/month saved (based on automation and reduced manual processing)
Value of capacity: At $150/hour, that capacity is worth about $18,750/month
Software investment: expected $99–199/month unlimited clients (free during beta)
Commercial outcome: the firm can take on ~40% more clients or redeploy time into higher-fee advisory and funding readiness work

The strategic point is established: finance offerings do not scale on goodwill; they scale on fast, consistent close processes.

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How Fedix can help you launch these offerings faster

Fedix (via MyLedger) is designed specifically for Australian accounting practices to move from compliance production to finance advisory delivery without manual bottlenecks. If your firm is building an “AI accounting software Australia” stack to support cashflow advisory, funding readiness, and ATO-governed finance controls, MyLedger is built to automate what other platforms leave manual.

Identify 10 pilot clients (high-volume transactions, multiple entities, funding needs, or recurring BAS pain).
Implement MyLedger AutoRecon to compress reconciliation to 10–15 minutes per client.
Standardise working papers (Division 7A, BAS reconciliation, depreciation) inside one platform.
Roll out a productised monthly finance pack and a separate funding readiness pack.

Learn more at home.fedix.ai and request a walkthrough of MyLedger’s ATO integration, automated bank reconciliation, and working papers automation.

Conclusion: the most defensible way to grow is finance + evidence + automation

A finance offering expands an Australian accounting practice when it is delivered with ATO-aligned evidence, fast monthly closes, and productised workflows. The three best pathways are CFO advisory, funding readiness/lending facilitation, and tax-governance finance controls—each of which becomes materially more scalable when automated bank reconciliation, ATO integration, and working papers are built into the operating system rather than bolted on.

Frequently Asked Questions

Q: What is the fastest way to add a finance offering to an accounting firm?

The fastest way is to productise a monthly close + management reporting service, then add cashflow forecasting and a quarterly advisory cadence. This is quickest because it uses your existing compliance data and client relationships, provided the reconciliation and reporting process is automated and repeatable.

Q: How do I offer lending or funding help without breaching licensing rules?

You should use a referral or partnership model unless you have the appropriate credit licensing arrangements in place. The accounting firm can prepare lender-ready financials and evidence packs, while a licensed broker provides credit assistance and recommendations; conflicts and fees must be disclosed appropriately.

Q: How does automated bank reconciliation improve advisory margins?

Automated bank reconciliation reduces production hours dramatically (for example, 10–15 minutes vs 3–4 hours per client), allowing the same team to deliver monthly reporting and advisory meetings without adding headcount. It also improves timeliness, which increases the perceived value of advice.

Q: Is MyLedger a practical Xero alternative for Australian practices building advisory?

Yes, MyLedger is positioned as a Xero alternative for practices that need AI-powered reconciliation, automated working papers, and deeper ATO integration. It is designed for accounting firms to scale monthly reporting and compliance governance, not just small business bookkeeping.

Q: Can I migrate clients from Xero/MYOB/QuickBooks to MyLedger without losing history?

A controlled migration can preserve reporting integrity by exporting source ledgers, importing bank statement data, and running parallel variance checks for a period. MyLedger also supports Xero chart of accounts synchronisation and processes PDFs/Excel/CSV statements when needed, which reduces cutover risk.

Disclaimer: This material is general information only and does not constitute legal, tax, or credit advice. Tax laws and ATO guidance can change, and licensing obligations may apply to credit activities. Advice should be obtained from appropriately qualified professionals having regard to your firm’s circumstances and regulatory requirements.