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Tag: Insolvency Expert

Staff Profile: Seth Cooper

What inspired you to pursue a career in insolvency?

Like many people, I actually fell into insolvency. I was completing a Certificate III in Business in Tasmania, and I had the option to join either the admin team or take on a professional role. I chose the professional side, and I’ve been in the industry ever since. That was about three years ago.

It’s such a niche area of accounting, and there’s always something new to learn, which is what keeps it interesting. Not many people outside the industry truly understand what we do, which makes it even more unique.

You mentioned you’re originally from Tasmania. What brought you to Brisbane?

Tasmania is beautiful, but it’s also small! There is opportunity there, but I wanted a change. Eventually, I decided on Brisbane because it felt like the right balance, bigger than Hobart, with great weather and a friendly, community feel, but not quite as overwhelming as Sydney or Melbourne.

I moved in March last year, and it’s been such a great step. The insolvency community here is really supportive, and I’ve found a fantastic fit with the team at B&T Advisory.

What’s been your most significant professional achievement so far?

Completing the first Small Business Restructuring (SBR) in Tasmania is something I’m really proud of. I ran that file myself, and getting it accepted was a big milestone.

Since then, I’ve worked on over 50 SBRs across Tasmania and Queensland, helping save companies more than $10 million. It’s incredibly rewarding to help businesses restructure, reduce their debt, and continue trading profitably.

What’s the most rewarding part of your job?

Definitely helping companies continue to trade and keep people employed. When we can restructure a business so that both the company and its creditors benefit, that’s the best outcome. It’s not just about numbers; it’s about real people being able to keep their livelihoods.

What’s something valuable you’ve learned from your colleagues?

My team has really helped me improve my mindset when dealing with stressful situations. I’ve learned to stay level-headed and solution-focused, to pause, think, and respond rather than react.

A lot of that comes from observing and talking to people with more experience. I regularly solicit feedback on how I handle challenging calls or difficult conversations. That’s helped me mature professionally and build confidence in my own judgment.

Feedback can be difficult to hear at times. How have you learned to take it on board?

I’ve always been open to constructive feedback. I definitely don’t think I’m perfect! I’ve got a long way to go in every area of my career.

No one loves being told they could have done something better, but if that advice is coming from someone with 20 years more experience, I’d be silly not to listen. The more comfortable I’ve become in the industry, the easier it’s been to ask for feedback, even from people I don’t know well. You learn the most by being open.

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

Yes, The Daily Stoic by Ryan Holiday. It’s a collection of reflections on Stoic philosophy that has helped me stay grounded.

The main idea is that you can’t control everything, and you don’t need to. Focus on what you can control, and let go of what you can’t. That’s been really valuable for me, especially when juggling work pressures. It’s a good reminder to slow down, take a breath, and not let things outside your control weigh you down.

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Staff Profile: Khaled Shindy

Khaled Shindy, shares his journey into insolvency, from his first start as an accounting graduate to helping companies manage debt with empathy and insight.

How did you get into insolvency?

So, I was coming towards the end of my accounting degree, three to four years ago, and I was looking around at my options. I was leaning towards financial planning but somebody suggested looking into insolvency. My thought at the time was I’d help people make money… and now I’m at the other end, helping Companies and directors manage their debts.

I was referred to a small boutique firm, only about four people, which was really good because I got involved in all aspects of insolvency, both corporate and personal.

What professional achievement are you most proud of?

At the moment as I’m still going through my CA, I only have two more subjects left. So, there’s definitely light at the end of the tunnel. Then I’ll move on to the ARITA course after that.

In terms of the work that I do, I’d say just seeing people’s relief is an achievement. You see the stress they were under, and then you see it lifted. That’s a good feeling.

What’s something you’ve learned from a colleague that’s made you better at your job?

Empathy. Being a young graduate, you focus so much on the technical stuff, you want to make sure you understand everything as quickly as possible. But when you’re dealing with clients, it’s not just about the facts. It’s about understanding their situation and actually listening. Empathy is definitely something that’s helped my perception.

Has a book, podcast, film, or even a hobby influenced the way you work or think?

Yes, definitely. I’ve been reading a book called Lost Connections, by Johann Hari. It’s about understanding depression and the root causes of it. I’m still making my way through it, but in essence the author was medicated for depression and wanted to investigate what else might cause it beyond the medical side of things.

He talks about things like losing jobs, not having a meaningful job, or just being disconnected from people. I’ve actually applied some of that thinking to my day-to-day work. For example, if someone worked so hard to build a company but ends up in liquidation, of course they’re going to feel despondent and maybe a little bit hopeless. It helps me come at it from a more wholistic perspective.

Connecting what I was saying earlier about the importance of empathy and also learning through the book the different causes of depression and anxiety, from biology to society has started to really shape how I approach my work.

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Case Study: On the Ground in Regional Queensland

By Khaled Shindy, Senior Insolvency Analyst

The Background

The appointment involved a tavern and accommodation hotel in a regional Queensland town. The venue was substantial, close to 1,000 square metres,  spanning from one main street to the other. In a town of that size, it was effectively a landmark and played a significant role in the community.

The business combined both tavern and accommodation operations. The accommodation side was relatively strong, with 17 rooms and a consistent 70–80% occupancy rate. Guests typically stayed week-to-week, leading to high turnover but reliable demand.

The Appointment

The call for assistance came late on a Friday, and within 48 hours our B&T Advisory team were on the ground. In that short window, meetings were held with the director and legal advisers to work through immediate issues and agree on next steps.

By Sunday, the focus turned to stabilising the business. Insurance presented ongoing complications, but we were able to ensure that accommodation could continue trading.

Community Considerations

With accommodation at 80 percent occupancy at the time of appointment, closing the business would have meant moving 20 to 30 people out with little notice. Guests were a mix of holidaymakers and local workers, many of whom relied on the accommodation to support early starts at nearby farms or mine sites.

Turning guests out on a Monday morning was not considered feasible either logistically or ethically, so the decision was made to continue trading. From experience and understanding the information provided, we got on the phone on the Friday to our insurance broker to have an early discussion for the options available and timeframes. This allowed us to understand the level of exposure and the risks involved which we could then weigh up. Ultimately the risk of trading on was far less than the alternate.

Red Flags Before Appointment

There were clear warning signs in the lead-up to our appointment.

The tavern and restaurant had been trading inconsistently,  open one day, closed the next, including on weekends when demand was highest. In a small town, this inconsistency damaged customer trust and undermined the regular patronage needed for success.

Competition also played a role. The hotel was positioned between two other taverns that offered gaming and Keno. Without those additional income streams, and with food and beverage service delivered inconsistently, the business was losing revenue while accommodation guests spent their evenings elsewhere.

Financial Position

On appointment, creditor claims were relatively modest, totalling less than a quarter of a million dollars. In insolvency terms, this was a small amount. Based on information provided by the director, the business had been propped up for around 12 to 18 months prior to the appointment, indicating that financial strain had been ongoing but manageable until recently.

Investigations and Analysis

As with any insolvency engagement, the first step was to review the company’s financials, including balance sheet and profit and loss statements, as lodged with the ATO and provided to shareholders. These offered a baseline view of performance.

Further analysis included drilling into transactions using the accounting system (Xero), which provided the ability to track the detail behind assets and liabilities over time. In other matters, access to director correspondence has also provided insight into creditor relationships and stress points.

This engagement highlighted the challenges of managing a large, mixed-use business in a small regional community. Strong accommodation demand contrasted with inconsistent tavern operations and limited revenue streams. The need to act quickly, balance community impact, and untangle operational complexities underscored the importance of both financial analysis and empathy in delivering an outcome.

Looking Forward

As the engagement is still ongoing, there are still some unknowns in place and a lot of investigations still to be conducted. We have conducted a valuation of the assets and sold them along with the rights to the accommodation to an unrelated third party.

Now we are just completing our investigations for the upcoming statutory report.

Noticed some early warning signs with your Client? Reach out for a confidential discussion today to see how we can help.

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Staff Profile: Steve Jardie

Steve Jardie, Manager at our Brisbane office shares how he came to insolvency after a career change and what keeps him in the industry. 

What inspired you to pursue a career in insolvency?

I made the decision to pursue an accounting degree later in life, and upon graduation, I actively applied for several accounting roles. The position I secured was in insolvency, and that’s where my career in the field began.

What made you switch to accounting later in life? What were you doing before then?

I was heavily involved in church work. A close friend suggested I do a Masters of Professional Accounting as a transition, with the idea we’d work together in an accounting firm while I continued my church commitments. In the end, he changed his mind, but I finished the degree and decided to keep going with the accounting.

That was in 2006–2007, when I was 46. I landed a role at a small Insolvency firm in Parramatta, Sydney. At the interview, I remember being really curious about the work that they did. I didn’t know a lot about insolvency at that particular time.

How did you make the move from Sydney to Brisbane?

As my parents were ageing, and my son was around nine, I wanted him to grow up closer to family, so we moved to Brisbane in 2019.

Initially, I thought I’d make the move to Brisbane and do something different, but it became clear where my skills and opportunities were.

I ended up working remotely for several years, before COVID made it the norm, and then moving back into an office role at the end of 2024 with B&T Advisory.

What professional achievement are you most proud of?

Gaining my CPA qualification at the end of 2016, at the age of 55.

What’s the most rewarding aspect of the work you do?

Achieving a good result in a challenging situation. Insolvency is often about sweeping up after a mess, but I find it very rewarding if we can secure a dividend for creditors, help employees with a claim, or support a director through a rough patch.

What have you learned from colleagues that’s made you better at your job?

Two things stick with me:
1. Every claim you make must have a basis in law. You can’t just write letters and make demands, you need to ground everything in legal principle.
2. You don’t have to know everything, but you do need to know how to find answers and use the resources around you.
Both of those gave me confidence and shaped my approach to the work.

Is there a book, podcast, or story that’s influenced you lately?

To be honest, recently I’ve been focused on my health. Earlier this year, I was diagnosed with a serious illness. Thankfully, I am responding well to treatment and have been really inspired by the remarkable technology available in healthcare.

It’s incredible, and that’s what’s inspired me most, seeing the treatment work so well.

The firm and the entire team at B&T Advisory have been incredibly supportive, which I’m very grateful for. Right now, managing my health while continuing my work is my focus.

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Lessons and Insights from My Panel on Small Business Restructures

By Travis Pullen, Director

Peter and I were recently invited to a conference in Bali with hosts Helm Advisory and GM Advisory. About 40 delegates attended the invitation-only event, forming a really eclectic group of liquidators, lawyers, business valuers, an insurance broker, a litigation funder, and others connected with the industry.

I must say that it was probably the most collaborative conference I’ve been on in recent times. Networking in that setting, sometimes poolside instead of in a boardroom, made for a more open exchange of ideas.

Looking Back on SBRs

I was invited to speak in the first keynote session, which was a panel discussion on Small Business Restructures. The regime has now been in place for about four years. Having completed close to 100 of these, I reflected on what has worked and what the pitfalls and red flags are when advising clients on whether an SBR plan will be successful.

A big focus of the discussion was the role of the Australian Taxation Office (ATO) which has been central to how these plans play out.

The Tax Office as Key Stakeholder

The Australian Taxation Office (ATO) is the largest creditor in about almost all SBRs, and is often the only creditor. Therefore, they nearly always hold the deciding vote. Over time, their approach has evolved:

  • They have become more educated and more involved in the process.
  • They now provide more detailed feedback and request more information, including cash flow forecasts.
  • They are scrutinising business viability more closely, asking whether there is even a point in allowing a company to continue.
  • They are paying closer attention to red flags, such as poor compliance history or large director loans.

This has led to more SBR plans being rejected than in the early days. At the same time, the average dividend paid out to the ATO is slowly increasing.

Trends in SBR Uptake

SBRs only really ramped up in the last two and a half years. For the first couple of years, they were relatively dormant. At their peak, SBRs made up about 30% of insolvency appointments. More recently, that figure has come down to around 20%.

There are a few reasons for this shift:

  • The rising rejection of plans by the Tax Office.
  • The realisation that SBRs are not a quick fix for all corporate issues.
  • Alternative options, such as traditional restructuring or liquidation, may sometimes be more appropriate.

I expect the numbers will eventually level out at around 20–25% of total insolvency appointments in the longer term.

B&T’s Experience with SBRs

At B&T Advisory, our overall success rate (ie the % of proposals that are accepted by Creditors) with SBRs is just under 90%, well above the industry average of around 70–75%. A key reason is that we are open and honest when advising clients. We don’t advertise SBRs as an easy way to “save 80% in tax.” Instead, we rely on experience to identify red flags and help clients shape realistic proposals.

Our average payout is about 25 cents in the dollar, and that figure is slowly rising. The old view of SBRs as paying 15–20 cents in the dollar and being “all good” is now very rare.

For me, the highlight of the Bali conference was the collaborative environment. In a relaxed setting, we were able to share experiences more openly, learn from each other, and build connections that continue into our work back home. Travis Pullen

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