Budget Contingencies That Actually Work
Most businesses treat contingency planning like an afterthought. We've spent years helping Australian companies build financial buffers that stand up to reality—not just spreadsheet scenarios.
Explore Our Program
Why Traditional Approaches Fall Short
The "set aside 10%" rule doesn't account for how disruptions actually happen. Supply chain hiccups, regulatory changes, unexpected staff turnover—these don't wait for your quarterly review.
We teach a different method. One that looks at your actual risk exposure, not industry averages. Because your business isn't average.
Building Buffers That Match Your Reality
A manufacturing outfit in Campbelltown once told us they'd "never need more than $50K in reserves." Six months later, a key supplier went under. Their actual exposure? Closer to $180K.
That's the gap we close. Not with guesswork, but with structured analysis of your dependencies, your exposure points, and your actual operating rhythm.
What Makes Our Approach Different
We don't do generic frameworks. Every business has unique pressure points, and your contingency strategy should reflect that.
Risk Mapping
Identify where your vulnerabilities actually sit. Cash flow timing, supplier concentration, customer payment patterns—we map the full picture.
Scenario Testing
Run real scenarios through your financials. Not hypothetical disasters, but plausible disruptions based on your specific industry and operating model.
Dynamic Adjustments
Your contingency needs change as your business evolves. We show you how to adjust your buffers without tying up unnecessary capital.
Common Questions About Contingency Planning
Here's what business owners usually want to know when they're rethinking their approach to financial buffers.
How much should we actually set aside?
There's no one-size answer, but we typically see effective contingencies ranging from 8% to 25% of operating costs—depending on industry volatility, supplier dependencies, and customer concentration. A service business with diverse clients needs less than a manufacturer reliant on three major customers.
What if we can't afford large reserves right now?
Start with targeted protection. Focus your initial reserves on your highest-risk areas—usually customer concentration and supply chain vulnerabilities. Even a modest buffer in the right places provides meaningful protection while you build broader coverage over time.
How often should contingency plans be updated?
Review your core assumptions quarterly, but update your full plan annually or whenever significant changes occur—new major customers, supplier switches, expansion into new markets, or changes in credit terms. Your contingency strategy should evolve with your business structure.
Ready to Build Real Financial Resilience?
Our next comprehensive program starts in September 2025. We work with small groups to ensure everyone gets practical, applicable insights for their specific situation.
Learning From Real Disruptions
Theory is fine, but contingency planning really comes alive when you examine what actually happened during disruptions. We've documented dozens of cases—businesses that weathered storms and ones that didn't.
The patterns are clear. Companies with structured contingency approaches had options when things went sideways. Others scrambled or made costly reactive decisions under pressure.
Who This Approach Works For
Our methods suit businesses doing $2M to $50M in annual revenue—big enough to have real exposure, small enough that you're still hands-on with financial decisions. We've worked with manufacturers, wholesalers, service providers, and hospitality operators across Australia.
The common thread? They all recognized that generic advice wasn't cutting it anymore. They needed frameworks tailored to their actual risk profile.
What You'll Actually Learn
Our program isn't about theory—it's about building practical tools you'll use the week you finish the course.
Dependency Mapping
Chart your critical dependencies—suppliers, customers, staff, systems. Understand where single points of failure create real financial risk and how to quantify that exposure.
Buffer Sizing Methods
Learn multiple approaches to calculating appropriate reserves. We'll show you both quick estimation methods and detailed modeling—use what fits your complexity level.
Response Frameworks
Build decision trees for common disruption scenarios. When something goes wrong, you'll have pre-thought responses rather than making it up under stress.