Your first 90 days after buying a business: a money plan

The keys are in your hand. The seller has shown you where the switchboard is, introduced you to the regulars and wished you luck. It’s tempting to feel the hard part is over. In reality, the first three months are when a bought business is most fragile — new owner, new accounts, new obligations, and customers and staff quietly watching to see what changes. A clear money plan for those 90 days makes the transition far smoother.

Before day one: registrations and accounts

Most buyers trade under their own ABN, not the seller’s. Before settlement, work through with your accountant:

• ABN and business structure — sole trader, company, trust
• GST registration — the ATO requires registration once GST turnover reaches $75,000, within 21 days; an established business will usually be above that
• PAYG withholding — business.gov.au says you must register before you pay employees for the first time
• Business name registration or transfer
• Bank accounts and merchant facilities in your name
• Insurance in your name from settlement
• Licences and permits transferred or reissued

Business.gov.au’s guidance on buying an existing business highlights checking licences and permits during due diligence. Make sure transfers are complete by settlement so trading isn’t interrupted.

Days 1–30: stabilise

Cash priorities:

• Settlement adjustments. Stock at valuation, prepaid rent, employee entitlements — know what you paid for and what’s still owed.
• Supplier accounts. Many suppliers will set up new accounts and may want upfront payment or a guarantee until you build a history. Budget for that cash.
• First pay runs. Wages, PAYG withholding and super from your first payday. From 1 July 2026, Payday Super means super must be received by the employee’s fund within seven business days after payday.
• Takings tracking. Record daily or weekly takings and compare them with the seller’s figures for the same period last year.

People priorities:

• Meet each staff member, confirm their award, classification and entitlements, and keep pay running smoothly.
• Introduce yourself to key customers and suppliers.
• Change as little as possible while you learn.

Days 31–60: understand

By now you’ll have a month of your own numbers. Look closely:

• Are takings tracking close to the seller’s history? If not, why?
• What do margins look like on your own purchasing terms?
• Which costs are higher or lower than the seller’s figures suggested?
• What does a typical week of cash in and out actually look like?

Build or update a 12-month cash flow forecast based on reality, not the sale brochure.

Need a working capital buffer for the transition? Talk to a specialist — enquiring doesn’t involve a credit check.

Days 61–90: plan

With two months behind you, you can start making informed decisions:

• Your first BAS — depending on when you settled, it may fall in this window. Quarterly BAS is due on 28 October, 28 February, 28 April and 28 July. Set aside GST and withholding from day one so it’s ready.
• Planned upgrades — equipment, a refresh, new systems. Now you know what really needs doing.
• Supplier terms — with a payment history building, negotiate better terms.
• Staffing — any roster or role changes, made carefully and in line with awards.

Working capital: the line most buyers underestimate

Buyers often stretch to the purchase price and leave too little for running the business. A practical working capital plan for the first quarter covers:

Item	Why it matters
Several weeks of wages and super	Pay runs start immediately
Rent and outgoings	Due regardless of takings
Supplier payments	Possibly upfront until accounts are established
Stock top-ups	To keep shelves or the menu full
First BAS	GST and withholding collected since settlement
Contingency	Equipment breakdowns, a quiet month, surprises

If your own funds don’t stretch, a line of credit or working capital loan set up around settlement gives you a buffer you draw only if needed.

Illustrative example: A couple buy a suburban bakery. Their purchase was funded with savings and a loan against their home, but they also arranged a modest line of credit before settlement. In the first month, two key suppliers ask for payment on delivery until new accounts are approved, and the walk-in cool room needs a compressor repair. The line of credit covers both. By month three, supplier terms are in place, takings match the seller’s history, and the balance is repaid.

Watch for warning signs

Act early if you notice:

• Takings falling well short of the seller’s figures
• Key customers or staff leaving
• Costs significantly higher than expected
• Undisclosed liabilities appearing — for example, finance registered against equipment you bought; business.gov.au flags checking the PPSR for this during due diligence

Raise any discrepancies with your lawyer and accountant promptly; some may be covered by the sale contract’s warranties. Keep notes and copies of anything relevant from the moment you spot a problem. Discrepancies are far easier to resolve while the handover is fresh and the seller is still engaged, than months later when memories and records have faded.

Planning your first upgrade

Many buyers have a list of improvements: new equipment, a refresh, better systems, a website. After 90 days you’ll know which ones matter. Equipment can often go on equipment finance, and refurbishments for a trading business can use unsecured lending sized on takings — though some lenders want a few months of your own trading first.

A 90-day checklist

1. Registrations, accounts and insurance in your name before settlement
2. Working capital buffer arranged — cash or a facility
3. Staff awards, entitlements and payroll confirmed
4. Supplier accounts set up and payment terms understood
5. Weekly takings tracked against the seller’s history
6. Cash flow forecast rebuilt on real numbers by day 60
7. First BAS funds set aside from day one
8. Upgrade list prioritised by day 90

Keeping staff on side

Staff are often the most valuable asset you’ve bought, and the most likely to be unsettled by a change of owner. In the first weeks:

• Confirm their employment details in writing — role, award classification, hours and pay — so nobody is left wondering.
• Check their entitlements carried over in the sale, such as accrued leave, and make sure the settlement figures reflect them.
• Keep pay runs flawless. A late or wrong pay in week one does lasting damage to trust.
• Ask for their knowledge. Long-serving staff often know which customers matter most, which suppliers are reliable and where the business loses money.

If a key person is planning to leave, find out early so you can plan cover and, if needed, budget for recruitment and training.

When to talk to your lender or specialist

Don’t wait for a problem to call. If takings are tracking below the seller’s figures, a supplier wants payment upfront, or a major repair appears, an early conversation leaves more options open than a late one. The same applies to good news: if the business is outperforming, it may be the right time to set up a facility for the upgrades on your list, on better terms than you’d get in a hurry later.

Settle in with a buffer behind you

Buying a business is a big achievement. A well-funded first 90 days helps it stay one. Tell us about the business you’ve bought or are buying, your settlement date and what buffer you have. A real person will suggest a facility that sits in the background until you need it. Enquiring involves no credit check, your enquiry isn’t relayed to a lineup of lenders, and accurate figures help us match you properly the first time. Arrange your working capital buffer.