Dillon Clyne

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Dillon Clyne We are a Melbourne-based accounting firm. The Dillon Clyne point of difference will be the full pro

Meet Emil Knezevic.Emil is an experienced Accountant who started with Dillon Partners in 1999, progressing to Associate ...
16/10/2026

Meet Emil Knezevic.

Emil is an experienced Accountant who started with Dillon Partners in 1999, progressing to Associate in 2010.

He has extensive experience in tax and small business, as well as financial planning having completed his Graduate Diploma in Financial Planning in 2012.

Emil is able to provide relevant and timely advice for businesses regarding internal accounting, periodic reporting, forecasting and ultimately the development and implementation of succession planning.

Investors make faster decisions when the work is already done for them.Clean numbers. Clear assumptions. A deal structur...
14/10/2026

Investors make faster decisions when the work is already done for them.

Clean numbers. Clear assumptions. A deal structure that makes sense before anyone asks a question.

When businesses come to the market without that foundation, conversations slow down. Investors ask for more. Timelines stretch. And the original offer sometimes shifts before anything is signed.

Investor readiness isn't about looking polished. It's about removing the friction that makes good investors hesitate.

That means financial statements that hold up under scrutiny, a growth story grounded in real assumptions, and a capital structure that works for both sides of the table.

The strongest raises we've supported started with structure, not urgency. When the foundations are right, investors move with more confidence and on better terms.

If capital raising is on your agenda, it's worth getting investor-ready before you step into the market.

Send us a DM and we can talk through where to start.

Founders targeting a capital raise frequently underestimate how long financial readiness actually takes to build.Investo...
12/10/2026

Founders targeting a capital raise frequently underestimate how long financial readiness actually takes to build.

Investors conducting due diligence want clean historical financials covering at least three years, properly structured and auditable.

They want forecasting grounded in operational reality, not optimistic spreadsheets.

They want management reporting that gives them genuine confidence in how the business runs day to day.

The gap between where growth-stage businesses sit and where investors expect them to be is usually significant. And it does not close quickly.

Starting preparation 12 to 18 months before your intended raise is not a conservative suggestion. It is a commercial necessity.

If you are planning a raise and want an honest assessment of where your business currently stands, get in touch with our team.

Cost reduction plans commonly fail for the same reason.They cut broadly without a clear strategy.The businesses that imp...
09/10/2026

Cost reduction plans commonly fail for the same reason.

They cut broadly without a clear strategy.

The businesses that improve profitability without compromising performance do something different. They protect what drives results and remove what doesn't.

That usually means tightening process waste that quietly burns labour hours, renegotiating supplier terms that no longer reflect current volume, fixing procurement leakage that nobody has reviewed in years, and aligning staffing to real operational demand rather than inherited headcount.

The result is a leaner business that still performs. Often better, because accountability sharpens when the noise is removed.

This isn't about shrinking. It's about making sure every dollar spent is doing something useful.

If profitability feels harder than it should, the answer is probably inside the structure, not just the revenue line.

Talk to us about where the smart savings are in your business.

Typical management reporting tells you what already happened.It rarely helps you decide what to do next.An outsourced CF...
07/10/2026

Typical management reporting tells you what already happened.

It rarely helps you decide what to do next.

An outsourced CFO changes that.

Instead of receiving a monthly summary after the moment has passed, you get someone who understands the numbers as they move, builds reporting that supports real decisions, and brings executive-level thinking without the full-time overhead.

For growth-focused businesses, that distinction matters. Forecasts become more reliable.

Cash flow gets managed proactively.

Leadership stops reacting and starts planning ahead.

The value shows up in cleaner decisions, fewer surprises, and financial reporting that actually feeds strategy rather than just satisfying a compliance calendar.

If your current reporting feels slow or disconnected from how the business is actually performing, an outsourced CFO might be the right next step.

Find out more at the link in our bio or send us a DM to start the conversation.

Growing businesses often reach a point where they need senior financial thinking, but not a full-time CFO on the payroll...
02/10/2026

Growing businesses often reach a point where they need senior financial thinking, but not a full-time CFO on the payroll.

That gap is where decisions start to slow down.

Embedded consulting fills it properly. You get executive-level financial oversight, strategic input on capital, reporting, and structure, without the cost or commitment of a permanent hire.

It works because the support scales with the business. Early-stage, pre-raise, pre-acquisition, or mid-growth, the level of involvement matches what you actually need right now.

They get the thinking in place early, when it has the greatest commercial impact.

If your business is growing but the financial leadership hasn't kept pace, it might be worth a conversation.

Get in touch with our team to talk through what embedded support could look like for your stage.

If your team is tracking metrics that made sense three years ago, they're probably optimising for the wrong things.Legac...
30/09/2026

If your team is tracking metrics that made sense three years ago, they're probably optimising for the wrong things.

Legacy KPIs were built for a version of the business that no longer exists. Revenue by division. Headcount ratios. Gross margin at the total level. Useful once. Not enough now.

Real-time unit economics tell a different story. Cost to acquire. Contribution by channel. Retention economics. Payback period on growth spend. These are the numbers that show where value is actually being created and where it's quietly leaking.

When teams shift to this level of visibility, priorities realign. Effort moves toward what's working. Underperforming areas get addressed earlier, not at year-end.

The businesses sharpest on performance are usually the ones that replaced broad metrics with precise ones.

If your current reporting isn't driving that kind of clarity, it might be time to rethink the framework.

Contact us to discuss what better performance visibility looks like for your business.

A liability is quietly buried in the financial models of many SMEs.For years, super has been modelled as a quarterly out...
28/09/2026

A liability is quietly buried in the financial models of many SMEs.

For years, super has been modelled as a quarterly outflow. Businesses have forecast around it, managed working capital around it, and in some cases, relied on it for short-term flexibility.

Payday Super removes that entirely.

Super obligations now follow every payroll cycle. Weekly payroll means weekly super. Fortnightly payroll means fortnightly super.

The frequency increases, the buffer disappears, and cash flow models that have not been rebuilt to reflect this will produce inaccurate forward positions.

The businesses at greatest risk are those with seasonal revenue misalignment, variable headcounts, or payroll systems not configured for real-time super remittance.

An inaccurate cash flow model does not just create a compliance risk. It creates decisions that do not reflect reality.

If your forecasts have not been updated for this change yet, now is the time.

Contact us to discuss your payroll and cash flow structure.

Hidden acquisition risks rarely announce themselves.They sit quietly inside the numbers until after the deal is signed.M...
25/09/2026

Hidden acquisition risks rarely announce themselves.

They sit quietly inside the numbers until after the deal is signed.

Margin that looks healthy at the headline level but compresses under volume.

Customer concentration that never appeared in the pitch deck.

Cost structures that assumed steady conditions and don't hold under growth or transition pressure.

Due diligence done well isn't about confirming what the vendor has told you.

It's about pulling at the assumptions that make the deal attractive and seeing what's actually underneath.

We look at the things that don't survive pressure - working capital behaviour, revenue quality, operational dependencies, and integration realities.

A deal can look commercially strong and still carry risk that only shows up once you own it. That's where buyers get caught.

If you're considering an acquisition, the time to find the hard questions is before you sign, not after.

Send us a message and we'll walk you through what we'd stress-test first.

Address

Level 2, 461 Bourke Street
Melbourne, VIC
3000

Opening Hours

Monday 9am - 5pm
Tuesday 9am - 5pm
Wednesday 9am - 5pm
Thursday 9am - 5pm
Friday 9am - 5pm

Telephone

+61396422205

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