Skip to main content

Author: B&T Advisory

Staff Profile: Ramizul Haque

When you first started studying, was insolvency an area you were interested in?

To be completely honest, I never even thought about insolvency. I was simply looking for an opportunity to start my career. That’s how I ended up taking an internship with an insolvency practitioner. Once I joined, I found the work interesting because it’s not like a typical nine-to-five job. Every day is different. Every matter is new, and each job requires learning something new. Then the next job is completely different from the last.

What professional achievement are you most proud of so far?

One of the achievements I’m most proud of is consistently taking ownership early in my career. Whether it’s managing specific tasks for a matter or meeting tight deadlines, it has shown me that I can adapt quickly, learn fast, and be relied upon. That’s especially important in insolvency, where accuracy and time really matter.

Is that something you feel you’ve improved over time?

Absolutely. The biggest improvement for me has been attention to detail. My attention to detail has improved a lot, although there is always room for improvement. When I reflect back on my career, I sometimes think, “Oh my Gosh, that was me?” which is a bit embarrassing. But I’m genuinely happy with the progress I’ve made. I’ve always requested that I be put “in the deep end”, and I think that’s helped me learn every single day.

What do you find most rewarding about the work you do?

The most rewarding part is knowing that the work has real consequences. Insolvency decisions actually affect livelihoods, businesses, and futures. Being able to contribute, even in a small way, to fair outcomes and practical solutions makes the work meaningful, not just theoretical. I’m also involved in decisions that can shape a company’s future, which I find really interesting.

Has your approach to the work changed as you’ve gained more experience?

Yes, definitely. My confidence level has increased a lot. In my first few weeks, even writing an email would make my hands shake. Over time, I’ve made mistakes; there’s no denying it, but those experiences have helped me grow. I’ve become more confident and started to take ownership of my work.

What have you learned from colleagues that has helped you improve?

I’ve learned the importance of attention to detail and asking the right questions early. My manager often emphasises taking more time upfront to fully understand the background of a matter. With a detailed background on a scenario, I can quickly identify issues that require resolution, resulting in timely outcomes. This mindset has required me to be thorough in my approach, making me more confident in my work.

Looking ahead, how do you see your future career developing?

Looking ahead, I see myself developing a long-term career in insolvency and progressing into a senior role within the firm. I’d like to build strong relationships, meet people, and contribute to the firm’s success.

I’m a very social person and enjoy engaging with others, which is an aspect of the role that really appeals to me. I understand this progression takes time and experience, but it’s a direction I’m motivated to work toward.

Is there a book, podcast, or film that has influenced you recently?

Lately, I’ve been really into podcasts, especially in the mornings while making breakfast. One podcast I’ve been listening to is The Diary of a CEO. What I find most valuable is the focus on real-world decision-making, leadership, and how people respond under pressure and uncertainty. Many of the conversations explore failure, accountability, and the consequences of financial and strategic decisions. That’s something I can relate to, and it’s helped me better understand how problems develop over time and how to manage them. Problems will always exist – how you manage them is what matters most.

Can you share a bit about your background outside of insolvency?

I completed my undergraduate degree in Bangladesh, earning a Bachelor of Science with a major in economics. I was also a tutor for seven years, assisting students with their academic pursuits. After that, I moved to Australia to complete my Masters degree in Accounting at Macquarie University.

While studying at Macquarie University, I worked at the Sydney International Airport with American Airlines and Hawaiian Airlines as a behaviour detection agent. My role involved speaking casually with passengers while assessing their behaviour to identify potential threats, particularly for flights to the United States of America.

Throughout my employment at the airport, I have received training in information extraction and in observing how individuals respond, which I consider useful in the insolvency field. My employment at the airport has given me exposure to a wide range of people and experiences, and I feel that this has really helped me in my current role at B&T Advisory.

CONTACT US

Continue reading

What to Expect in Australian Insolvency in 2026

By B&T Advisory Team

After a demanding year for advisers and business owners alike, the consensus is clear: pressures are not easing, and for many small and medium businesses, the coming year may be even more challenging.

A Prolonged Post-COVID Hangover

While headline economic indicators may not signal a sharp downturn, many businesses are trading month to month, with the lingering effects of pandemic-era support still evident, particularly through legacy tax debts.

At the same time, cost pressures remain stubbornly high. Rising energy, labour, and rent costs continue to plague sectors that have struggled in recent years, including hospitality, transport, and construction.

Small Business Restructuring: Still Vital, But Harder to Achieve

Small Business Restructuring (SBR) remains a central feature of the insolvency landscape, but its role is evolving. After a slowdown in 2025 driven by tougher creditor behaviour, particularly from the ATO, there are signs SBR usage may rise again.

The shift we saw last year brought heightened scrutiny of a company’s tax compliance history and balance sheet ‘red flags’ such as director/related party asset loan positions. In practice, this has meant that proposals we would previously have considered a ‘good chance’ have been rejected.

If this approach continues, expected flow-on effects include:

  • An increase in restructures and voluntary liquidations as a result of rejected SBR proposals.
  • An increase in voluntary administrations / DOCA appointments as a workaround.
  • Companies seeking alternative insolvency advice and strategies to deal with their tax liabilities.

Despite this shift, there is an expectation that restructures will again increase as a percentage of overall insolvency appointments. However, expectations must be realistic.

As we learned over the last year, the days of 15–20-cent-on-the-dollar dividends are long gone, even where businesses have genuine operations and a strong lodgement history. SBRs remain important and should be considered for most small businesses in financial distress when assessing their options.

Sydney and the Broader Economic Backdrop

In Sydney, these insolvency pressures are being amplified by global and domestic uncertainty. Uncertainty surrounding current world conflicts is dampening economic activity, while the likelihood of upcoming interest rate hikes is keeping consumers cautious.

Reduced discretionary spending is expected to affect the retail and entertainment sectors, and tighter credit conditions mean that domestic businesses will find it harder to secure lending, potentially resulting in foreclosure or outright closures due to unserviceable debt levels.

Cost Pressures, Credit Tightening, and Creditor Behaviour

Over the next 6–12 months, interest rates, costs, and creditor behaviour are expected to continue to shape insolvency activity.

Wages, rent increases, and electricity and gas costs are squeezing margins, while customers face reduced purchasing power.

Creditors are also tightening their stance. We hear that the ATO won’t be cutting back on firmer action any time soon and many clients are seeing their trade credit terms reduced and/or not approved in the first place.

The Critical Role of Lawyers and Accountants

Lawyers and accountants remain central to navigating financial distress. A significant proportion of our referrals come through lawyers and accountants, reflecting their role as trusted advisers.

Accountants are increasingly at the coal face with clients, with real-time access to financial data and the trust of business owners. We see many business directors get stuck looking at revenue (incl. GST) and can’t understand why their business is struggling. Accountants play a key role in reinforcing the view that profitability is everything.

Similarly, lawyers are often engaged early, particularly where disputes arise. As matters escalate, lawyers should engage with their clients on the risks of further escalation and its implications for the business’s solvency.

Rethinking Assumptions About Insolvency

One of the most important mindset shifts for advisers in 2026 is moving away from reactive thinking. Advisors need to be proactive rather than reactive.

There is also a need to challenge outdated assumptions. That insolvency is a failure or bad thing is one such belief. In reality, some viable businesses still struggle and need a reset, and a restructure or insolvency can help deal with legacy debt and provide a new beginning.

Early action matters. Early action reduces unnecessary stress and costs and, in most cases, affords the director more options, particularly while current restructuring regimes remain available.

Characterising the Landscape Heading into 2026

From our perspective, the insolvency and restructuring landscape heading into 2026 is defined by sustained pressure, heightened creditor scrutiny, and a narrowing margin for error. It will remain a busy period, likely busier than the prior twelve months, with the industry still catching up after COVID-19 and the Government measures implemented to protect businesses.

The notorious quiet period in December and January didn’t occur, in fact they were above average months for B&T Advisory and that will lead into a busy year ahead.

SMEs are doing it tough, often through no fault of their own, and outcomes will increasingly depend on early engagement, strong compliance histories, and realistic restructuring strategies. While insolvency is no longer viewed solely as an endpoint, the window for effective intervention is tightening – making preparedness, collaboration, and decisive action more critical than ever in 2026.

CONTACT US

Continue reading

Happy Christmas Holidays from All of Us at B&T Advisory

By Peter Biazos

As we come to the end of 2025, on behalf of the entire B&T Advisory Team, I want to extend my thanks and well wishes to our clients, referral partners, colleagues, and the broader professional community who have been part of our journey this year.

It has been a remarkably busy and fulfilling year, and probably one of the most dynamic we’ve experienced in recent times.

Across Brisbane, Sydney and the Gold Coast, our teams have navigated a challenging insolvency landscape with resilience, professionalism and empathy.

As small and medium businesses have felt the pressure of shifting economic conditions this year, we’re proud of the way our people have stepped up to support directors, advisors and stakeholders through some tough and very complex circumstances.

In 2025 we also celebrated some significant milestones for our practice:

  • We expanded our Sydney presence with our new office opening in Martin Place, bringing our practical, people-first approach to even more clients and referrers along Australia’s east coast.
  • We we’re recognised in the Insolvency Australia 2025 Rankings, placing 19th nationally and 5th in Queensland. These results highlight the trust our referrers and clients place in our team, and the quality of work our team delivers every day.
  • We hosted a number of events and professional networking opportunities that highlighted our commitment to collaboration and community impact.  

These achievements would not have been remotely possible without the support of our clients, our trusted referrers, and our outstanding team.

Looking ahead to 2026, we are committed to providing expert guidance and thoughtful solutions – whether that’s early intervention, restructuring, or delivering formal insolvency appointments.

Thank you for your partnership and trust throughout 2025.

Wishing you and your families a safe, and relaxing holiday season.

All the best for the year ahead. We will see you in 2026!

CONTACT US

Continue reading

Staff Profile: Peter Biazos

What inspired you to pursue a career in insolvency?

I grew up in a family-run hospitality and takeaway business, and my parents encouraged me to explore opportunities outside of that world.

Over the years, I saw many small businesses in our community struggle, often without knowing where to turn for guidance. I saw how hard these people worked, more than 12 hours a day, 7 days a week.

That really stayed with me. I became interested in how people in tough situations could access support and options, and that curiosity eventually led me to insolvency. I found that I really valued the chance to help people navigate challenging times.

What professional achievement are you most proud of?

I became a liquidator quite early, at the age of 30, and I was chuffed to achieve that qualification at such a young age. The biggest job I worked on in that early part of my career was when, as a Partner, I was appointed to Allied Brands Limited, a publicly listed company that was the head franchisor for every Baskin Robbins in Australia among numerous other businesses.

We came in as VA, traded it, and restructured it to refloat and sell the listed company. The DOCA succeeded, everyone kept their jobs, the ice-cream business stayed in Australia, the franchisees kept their franchises, and life went on. In fact, it’s still operating in Australia today. It was an amazing story and a big job for me in my early 30s.

Did you have mentors who helped you get your ticket as a liquidator and supported you on your career journey?

Yes, thankfully I had really good mentors. The person I spent my first 10 years working with was a great coach and manager, and he went on to become one of the highest-profile liquidators in the country.

He trained me for 10 years, we became good friends, and I learned my trade under him. He’s been my main guiding influence, and I still catch up with him and bounce things off him today.

What is the most rewarding aspect of the work you do?

If a business is viable, I like being able to help people keep their jobs. If employees can’t keep their jobs, I want to get their entitlements paid as quickly as possible, so they’re not too negatively impacted by a situation that’s outside of their control.  

Another rewarding aspect is developing and mentoring young staff, teaching them the trade, the right way to do things, the wrong ways to avoid, and watching them come through the ranks to partner level. Many of the people I’ve mentored still keep in touch. They take me out for lunch, we play golf, and they see me as a bit of a mentor. Being able to provide others with the same invaluable mentorship I benefited from is something I find deeply rewarding.

What is something you learned from a colleague or mentor?

One of my mentors taught me, “It’s not your fault. You didn’t cause this, so don’t take it personally.”

In many situations there will be heightened emotions. You’ll see tears and you can’t be the one crying too! You have to stand back and remember you didn’t cause it. You’re there to do a job. I’ve never taken the role personally because of that.

Do less experienced people struggle with that, and can it affect outcomes?

It can affect their mental health and their ability to perform, because they’re stressed, worried, and anxious. You have to keep in mind that you’re there to do a job. I’m not saying be emotionless, but taking it all on isn’t going to help anyone.

Is there a book, podcast, or film that’s influenced you recently?

One book I keep coming back to, is something I’ve read often since I was young, it’s The Magic of Thinking Big.

I re-read it every six months when I need to focus again. It’s not really about having big ideas; it’s about how you get there, how you treat people along the way, how you treat yourself, and being true to who you are.

If people don’t connect with you for who you genuinely are, it’s okay, they can choose to work with someone else. That’s something I share with my junior staff as well. They recently asked me how I build my client base, and I told them that I focus on being authentic. If someone doesn’t feel I’m the right fit, that’s perfectly fine, there will always be others who do. There’s plenty of work out there, and the right clients will appreciate you for being yourself.

Outside of work, what brings you joy in your personal life?

I’m a very proud grandfather, and spending time with my granddaughter is one of my greatest pleasures. She just turned three on Friday, so we celebrated her birthday over the weekend.

Every Sunday, the family comes over for a barbecue, and I treasure those afternoons. She loves sitting with me by the pool, sharing ice cream, it’s become our little tradition, and it’s something I look forward to each week.
I also have two daughters. My eldest is 26 and runs a charity she established to support children from violent homes and difficult backgrounds. I’m incredibly proud of the work she’s doing.

My younger daughter is 19 and currently studying law while working in an insolvency law firm, she’s really taken an interest in the field. She’s also studying accounting, but I think she’ll ultimately follow the legal path rather than the accounting side.

It’s wonderful to see both of them pursuing meaningful work in their own ways.

CONTACT US

Continue reading

2025 The Year in Review

By Peter Biazos

It’s been a buoyant year, undeniably one of the busiest I’ve ever seen in terms of the number of engagements. While we haven’t seen as many large matters towards the end of the year, small to medium-sized businesses have been doing it tough, as reflected in the statistics. Overall, it has been a genuinely busy year for most practitioners across the insolvency landscape.

Image Source: Alares.com.au October Insights 2025

We’ve also seen noticeable shifts in the types of businesses seeking help. Hospitality has been hit particularly hard, coffee shops, small takeaway stores, and similar operators have seen a real increase in appointments. Transport is another sector under pressure, especially trucking and freight. With petrol prices and other costs skyrocketing, many of these businesses simply can’t keep up. Hospitality and transport are undoubtedly the two most affected sectors this year.

Looking ahead, plenty is happening in the broader economic environment. From what I’m hearing, next year the ATO is gearing up to be even more “engaged”  than they’ve been this year.  

The focus isn’t only on major fraud cases, though those do exist, but more on businesses that simply haven’t paid. With $58 billion in outstanding debt, the ATO has a significant recovery task ahead. We’re seeing more appointments by the ATO, and they’re mostly run-of-the-mill businesses rather than high-profile cases.

Image Source: Alares.com.au October Insights 2025

In terms of engagements, there has been an increase in CVLs, while SBRs have slowed, especially since mid-year, likely down by at least 20%. The ATO has raised its expectations: where 20 cents in the dollar once passed, now proposals need to offer 30–35 cents. They’re placing far more scrutiny on cash-flow forecasts and long-term business viability. With that increased pressure, my view is more people will be returning to traditional restructuring strategies. I expect next year to lean more towards the older pre-pack restructure model rather than SBRs, particularly when there’s no guarantee a higher-cents-in-the-dollar offer will be accepted.

Image Source: Alares.com.au October Insights 2025

When we assess businesses, we draw on the full range of tools available – SBRs, CVLs, restructures – matching the right approach to each situation as it comes.

Looking back on the year, I genuinely believe B&T Advisory’s biggest achievement has been the team and the culture we’ve built to service our clients effectively. Bringing Sydney into the fold in June has been fantastic. We’ve created an environment where people are truly invested in the practice and the work they do. At our end-of-financial-year lunch, we flew the Sydney team up, and at the end of the day, one of our young staffers pulled me aside and said, “This feels like a family. It’s a family atmosphere.” That meant a lot. That’s exactly what we’re trying to cultivate. When people love coming to work and want to do good work, everyone benefits.

As for how accountants and lawyers can better prepare their clients for next year, they need to be proactive. Waiting until May for tax planning is no longer workable. The earlier an issue is identified and brought to us, the greater the chance we have of saving the business. Leave it too long, and the tax debt grows, the ATO loses patience, and options become limited. Early intervention is critical.

All in all, it’s been a strong year and the data backs that up, particularly the report from Insolvency Australia which recognised us as a top 5 Queensland firm and 19th nationally on numbers. We’re proud of our achievements overall and look forward to building on it in the year ahead.

CONTACT US

Continue reading