Here is my business card statement for the last 12 months. Find every recurring charge and give me a table with: merchant, how much per month, how much per year, how often it's charged, and the date it last went out. Then sort them into three groups: 1. KEEP — clearly load-bearing for the business 2. CANCEL — I haven't used it, it's duplicated, or it's a free-trial that started billing 3. ASK ME — you can't tell without more context For anything in CANCEL or ASK ME, tell me exactly why you put it there and what it would save me a year. Finish with the total annual saving if I cancelled everything in CANCEL, and the three I should cancel first for the biggest win.

Here are my business transactions for the quarter. I run an Australian business and I need this sorted before my BAS. For each transaction, tell me: - The expense category - Whether it likely includes GST, is GST-free, or is out of scope - The GST component if there is one Flag anything that looks like it needs a human decision: entertainment, anything part-personal, overseas software (often GST-free), and anything where the category isn't obvious. Give me: 1. The sorted table 2. A category summary with totals 3. Total GST I can likely claim back 4. A short list of the transactions I should check with my accountant, and why Be clear about what you're unsure of. I'd rather have flags than confident guesses.

Here's what's outstanding: [paste invoice numbers, client names, amounts and how many days overdue]. For each one, write me a follow-up email that: - Sounds like a business owner, not an apology - States the invoice number, amount and original due date plainly - Gives one clear next step and a date - Stays warm but doesn't over-explain, over-thank, or offer a discount Escalate the tone by age: a nudge under 30 days, firmer at 30–60, and at 60+ a direct note that includes what happens next. Don't use "just checking in", "sorry to bother you", or "I hope this finds you well". Give me each email ready to send.

Here's my offer and my price: [describe what's included, the delivery time, and the price]. Here's my context: [how many clients you have, how booked you are, whether anyone has pushed back, what your competitors charge if you know]. Argue both sides properly. CASE FOR RAISING IT: the evidence that I'm under-charging. Be specific about which signals point that way. CASE FOR HOLDING: the honest reasons to leave it, including anything that would make a rise land badly right now. Then give me your actual recommendation, the number you'd pick, and the exact sentence I'd say to a client who asks why it went up. Don't hedge. I want a position, not a summary of both sides.

Here is every tool I pay for and what I use it for: [list them with monthly costs]. Find the overlap. For every job that more than one tool is doing, tell me which one to keep and which to cancel, and why the one you kept wins. Then tell me: - What I'm paying for twice - What I'm paying for and clearly not using - What I'm missing that would replace two or more of these - The monthly and annual saving if I did all of it Rank the cancellations by how painless they'd be. Start with the ones I won't even notice.

I run an Australian business. Here's my situation: [what you do, whether you work from home, what you bought this year, whether you have a car, any courses or subscriptions]. Here are my expenses: [paste or describe]. Give me a list of deductions I may be able to claim that I haven't listed, based on how my business actually operates. For each one: - What it is - Why it likely applies to me - What records I'd need to substantiate it - Roughly what it might be worth Be clear this is a list to take to my accountant, not tax advice. Flag anything where the rules are strict or commonly got wrong — especially home office, car use, and anything part-personal.

Here's a contract I've been asked to sign: [paste the full text]. I'm a small business owner, not a lawyer. Go through it and flag anything that could cost me money or time later. For each issue: - Quote the exact clause - Explain in plain English what it actually means for me - Rate it: deal-breaker, worth negotiating, or fine - Give me the wording I could suggest instead Pay particular attention to: payment terms and late fees, scope and revision limits, when IP transfers, termination rights, liability, and anything that binds me but not them. Finish with the three things I should push back on first.

Here are my clients, what they pay me, and roughly how many hours a month each one actually takes — including the admin, the emails and the calls I don't bill for: [list them]. Work out the real effective hourly rate for each client and rank them. Then tell me: - Which clients are genuinely profitable - Which look fine on the invoice but aren't once the hours are counted - Where the unbilled time is going - What I'd need to change — price, scope, or process — to fix each one If any client is costing me money, say so plainly and tell me what the conversation with them should sound like.

Build me a simple cash flow forecast for the next six months as an artifact I can come back to. Here's what I know: [recurring revenue, one-off work already booked, typical payment timing, fixed monthly costs, any big expenses coming]. I want: - Money in and money out per month - Running balance - The months where it gets tight, called out clearly - What would have to be true to avoid the tight month Keep it simple and readable — I'm not an accountant. Then tell me the single number I should watch each month, and what I should do the moment it drops below a safe level.

Set this up as a recurring task on the 1st of each month. Each month, ask me for last month's numbers, then give me: - Revenue, spend and profit, with the change on the month before - Anything that moved more than 20% either way, and your best guess at why - Any subscription that's appeared or increased - Whether I'm on track against my target - Three specific things to do this month, in priority order Keep it to one screen. Lead with anything that needs attention rather than opening with a summary. If nothing needs attention, say so in one line and stop.