WHY

As your business grows or shifts, your pay should reflect that. Sticking to the same number forever can stunt your personal and business growth
Scheduling reviews (quarterly, biannually, or annually) stops resentment from creeping in when responsibilities change.
Reducing your pay temporarily can keep your business healthy during slow periods without creating debt.
Your wage should align not just with what you earn, but also with the work you do, especially when you move from hands-on to management.
Reviewing reports and having clear visibility of your numbers turns pay changes into a strategic decision, not an emotional one.

Paying yourself isn’t set-and-forget. Your business evolves, so should your pay. Whether you’ve taken on new clients, raised your rates, hired help, or just hit a slow patch, reviewing how and what you pay yourself keeps your system sustainable and fair. This module helps you learn when to review, how to adjust without chaos, and what signals mean it’s time to make a change.

EACH YEAR, OVER 50,000 NEW BUSINESSES ARE REGISTERED IN NZ, EACH WITH ITS OWN STRUCTURE AND RULES.

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EACH YEAR, OVER 50,000 NEW BUSINESSES ARE REGISTERED IN NZ, EACH WITH ITS OWN STRUCTURE AND RULES. ✦

Stop guessing how much you can afford to take each month.

Ready to take control of your income and your business? Follow along, and make this the moment you start paying yourself properly, on your terms, with confidence and clarity.

Background: Alex set a modest drawing when he first started, covering only his basic living costs.

Problem: After a year of steady growth and a bigger client base, his income outpaced his drawings by a wide margin.

Action: He reviewed his cashflow, increased his drawings by 15%, and set a quarterly calendar reminder to reassess again.

Outcome: Alex now feels fairly paid for his effort, while still leaving enough profit to invest in higher-quality materials and marketing.

Alex, Sole Trader

Creative / Artist

Scenario 1:

cover business costs consistently (Copy) (Copy) (Copy) (Copy) (Copy) (Copy) (Copy) (Copy)

make income predictable (Copy) (Copy) (Copy) (Copy) (Copy) (Copy) (Copy) (Copy)

produce quality work (Copy) (Copy) (Copy) (Copy) (Copy) (Copy) (Copy) (Copy)

plan for business growth (Copy) (Copy) (Copy) (Copy) (Copy) (Copy) (Copy) (Copy)

how to manage business finance without stress

Reduce stress and know exactly where your money is going.

Ready to take control of your income and your business? Follow along, and make this the moment you start paying yourself properly, on your terms, with confidence and clarity.

Cleaning Business

Scenario 2:

Priya, Tradesperson

Background: Priya runs a small plumbing business with variable job sizes and timings.

Problem: Paying herself without knowing upcoming material or subcontractor costs leads to cash shortages.

Consequences:

Delayed payments to suppliers or staff.
Missed opportunities for larger jobs due to cashflow uncertainty.

Solution: Priya calculates her monthly cashflow, including variable job income, and sets her pay based on safe available funds, leaving a buffer for emergencies.

Outcome: Projects run smoothly, staff and suppliers are paid on time, and Priya can take consistent personal income.

cover business obligations (Copy) (Copy) (Copy) (Copy) (Copy) (Copy) (Copy) (Copy)

poor cashflow planning causes delays (Copy) (Copy) (Copy) (Copy) (Copy) (Copy) (Copy) (Copy)

complete projects ontime (Copy) (Copy) (Copy) (Copy) (Copy) (Copy) (Copy) (Copy)

take on bigger projects (Copy) (Copy) (Copy) (Copy) (Copy) (Copy) (Copy) (Copy)

being accurate with your cashflow allows more flexibilty

Clear records, predictable income, and confidence are within reach.

Ready to take control of your income and your business? Follow along, and make this the moment you start paying yourself properly, on your terms, with confidence and clarity.

Consultant

Scenario 3:

Background: Tom initially paid himself generously, assuming consistent client flow.

Problem: A slowdown in contracts left the company tight on cash and struggling to cover subscriptions and contractor invoices.

Action: Tom temporarily reduced his PAYE wage by 20% and supplemented his income with a dividend drawn later, once revenue picked up.

Outcome: The flexibility saved his business from debt and preserved his reputation with suppliers. He now uses monthly reporting to predict upcoming dip.

Tom, Service Provider

Pay for essential software (Copy) (Copy) (Copy) (Copy) (Copy) (Copy) (Copy) (Copy)

Implement regular owner drawings (Copy) (Copy) (Copy) (Copy) (Copy) (Copy) (Copy) (Copy)

Clearly allocate business needs (Copy) (Copy) (Copy) (Copy) (Copy) (Copy) (Copy) (Copy)

Increase focus and productivity (Copy) (Copy) (Copy) (Copy) (Copy) (Copy) (Copy) (Copy)

Reflection Questions

How often do you currently review your pay—if at all?

What would signal to you that your pay needs to change?
If your business grew tomorrow, would your pay reflect that growth—or stay static?
Would reducing your pay temporarily feel like failure, or a strategic move?
Who (if anyone) do you involve in reviewing your pay—bookkeeper, accountant, or just you??

Conclusion

One size does not fit all when it comes to business, you are not limited by your specific trades or skills; instead, you have the opportunity to explore and expand your potential beyond what you might initially think. The best way to define your business is to make a Business Plan, this allows you to see the full picture of your business or organisation over the next 3 years.

Your Business Plan explains how you will operate, earn revenue, and handle expenses and most importantly clarifies roles and processes in your organisation.

Regularly updating your plan to include new insights and adjustments is crucial for staying relevant and achieving long-term success.