Evidence boundary: The Brisbane-based client is anonymised. The owner has confirmed the two-to-eight-person team growth, more than two years of support, Jade’s 90% share of the client’s accounting capability, the Corporate FP&A / strategic management accountant role and the temporary automation-specialist engagement. No quantified saving, productivity increase or accuracy improvement is claimed. The client asked that no budget, project identity, employee identity or quantified performance outcome be published.
Rapid growth created repetitive, high-volume finance work
A Brisbane-based traffic-management company has to convert a large flow of operational information into accurate invoices, costs and payroll. Repetitive work included high-volume invoicing, invoice matching, cost control, accounts payable and receivable, payroll and timesheet processing.
The workload changed with the client. Staff turnover, a substantial casual workforce, variable timesheets and tight pay cycles required the Jade team to adapt quickly while keeping payment accuracy, exceptions and approvals visible.
From two accountants to an eight-person team
- Starting point Two accountants
The first dedicated roles added recurring accounting capacity inside the client’s existing systems and operating rhythm.
- Rapid scale Eight-person accounting team
The team expanded across finance management, payroll, AP/AR, cost control and invoice matching as transaction volumes and company needs grew.
- Established capability More than two years · 90% of accounting capability
Jade has supplied most of the client’s accounting capability while the client retains business authority, approvals and accountable decisions.
Role coverage adapted with the operation
A senior FP&A role connected the numbers to executive leadership
As the client’s finance capability grew, Jade provided a Corporate Financial Planning & Analysis (FP&A) / strategic management accountant. The role was designed for a professional who could build dynamic, three-statement financial models linking the income statement, balance sheet and cash flow, then turn the analysis into clear planning and decision support for executive leadership.
Leadership priorities, operating choices and the questions finance needs to answer.
CPA or CMA qualification sought, with a proven track record of building dynamic three-statement models and presenting to executive leadership.
Scenario analysis, budgets and forecasts connected to the client’s operating drivers.
Integrated income statement, balance-sheet and cash-flow views for forward-looking analysis.
Clear interpretation of financial information for leadership discussion and decisions.
The emphasis was on more than a title: the role needed to connect operational drivers to forward-looking models, explain the implications and support executive-level decisions. No performance outcome is claimed.
Adapting payroll for the 1 July 2026 changes
The team moved quickly to support the client’s payroll processes as the Payday Super reforms changed payroll and Single Touch Payroll workflows from 1 July 2026. This included preparing for reporting of qualifying earnings and super liabilities through STP each payday, alongside the client’s software and control changes. The client retained employer authority, review and final submission or release responsibility.
Regulatory context: Australian Taxation Office, Payday Super. The description concerns client-controlled payroll support and does not imply that Jade is a registered Australian tax or BAS agent.
A temporary automation specialist
Jade temporarily added an automation specialist to map repetitive internal workflows and implement tailored AI-assisted automations intended to improve efficiency. The engagement was specific to the client’s processes; this case does not publish a measured saving or productivity result.