Example figures: a group of 60 landscapers like you, June 2026. Member for 12 months. Cohort: landscaping, 2m-10m, VIC.
You are running a well-paid business, and it is getting stronger.
You get paid faster than about 7 in 10 landscapers your size and you have shaved eight days off that over the year. One thing worth an eye: your revenue leans on a few large clients.
Getting paid
38 days
typical time from invoice to money in
Cash gap
8 days
you fund between paying and being paid
Revenue vs last year
+8.0%
last 3 full months vs a year earlier
Top-5 clients
45%
share of your last 12 months' invoicing
Tax and super owing
$27,800
current balances; they reset when you lodge
DSO (days sales outstanding) is the average number of days between issuing an invoice and being paid.
Your DSO has moved from 46 to 38 days over the year. That is faster than about 7 in 10 similar businesses. The typical business waits 46 days; the fastest quarter of your group averages about 30 days.
As at this report, about $115,000 of your invoicing is open and waiting to be paid.
Your own usual range, learned from your history; the shaded band on the chart above is this range.
Across your last 12 full months the benchmark has learned your usual getting-paid range: 35 to 44 days in a typical month. Your latest full month came in at 38 days, within your usual range.
| Latest complete quarter revenue | $287,000 |
|---|---|
| Invoices raised (quarter) | 31 (cohort median 27) |
| Average invoice size | $9,270 (cohort median $11,580) |
| Last 3 full months vs the 3 before | -38.5% |
| Last 3 full months vs a year earlier | +8.0% (cohort median +6.0%) |
You invoiced about $21,000 more in the last three full months than the same three months last year. The drop against the previous quarter is your winter trough, and the seasonality chart below puts it in context.
With a full year of history, your report compares each month with the same month a year earlier.
Each month is shown against your own average (=100), so the shape compares regardless of size. The cohort line is the typical pattern for landscapers like you.
Your cash gap is how fast you get paid (DSO) minus how fast you pay your suppliers (DPO).
| Days to get paid (DSO, last complete quarter) | 38 days |
|---|---|
| Days to pay suppliers (DPO, trailing 12 months) | 30 days (cohort median 33) |
| Cash gap | 8 days |
You get paid in about 38 days and pay your suppliers in about 30, so you cover roughly 8 days yourself between paying and being paid. A year ago that gap was 16 days, so you have halved the stretch your own cash has to cover.
Roughly $115,000 is currently owed to you and about $91,000 is owed to your suppliers, so about $24,000 of the float sits on your side as at this report.
| Measure | You | Cohort median | You, about a year ago |
|---|---|---|---|
| Top customer share | 18% | 11% | 16% |
| Top-5 customer share | 45% | 28% | 41% |
| Top-10 customer share | 57% | 42% | 55% |
| Distinct customers | 48 | 73 | 44 |
How your top-1, top-5, and top-10 customer share has moved over the available history.
$18,400 of your invoicing is past due, about 0.8 weeks of your typical invoicing and roughly 16% of your open book.
2 of your open invoices have been waiting more than 90 days past the due date - work that fell due roughly before March 2026.
About 22% of your invoices were settled after their due date.
What you currently owe for GST, PAYGW and super. This shows amounts owing, not whether you have enough set aside.
You are about 69% of the way through your current BAS cycle, so these balances are mid-build; they reset when you lodge.
Balances are as at the end of June 2026; they move as invoices, bills, wages and lodgements are recorded.
Altogether you are holding about $27,800 for the tax office and your team's super, which works out to about 9 days of your typical invoicing.
| Amount owing | You | In context |
|---|---|---|
| GST | $8,600 | Balance about 9.0% of a typical month's invoicing; typical peer 8.8% |
| PAYG withholding | $11,200 | Moves with your wages bill; steady against your own recent months |
| Super | $8,000 | Sits in its usual relationship to your wages withholding |
| Total owing | $27,800 | About 9 days of your typical invoicing |
| GST reporting basis | Accrual | As set in your accounting file |
The pattern rises through each BAS cycle and resets at lodgement; that shape is normal.
For what to put aside and when, your accountant or bookkeeper is the right person to ask; they can see the whole picture.
Where you sit against the middle of your group. Each measure has its own scale and unit, so nothing is squashed by being drawn next to a bigger number.
Getting paid (days)
middle half of your group: 30 to 58
Invoices settled late (%)
middle half of your group: 18 to 44
Top-5 customer share (%)
middle half of your group: 19 to 38
Peer cohort benchmarks are suppressed when fewer than 5 similar businesses are available, preventing low-N inferences. Early in the pilot this section reads "cohort too small to benchmark" until your group reaches five.
From day one
Unlocked
Your own figures, getting paid, cash gap, overdue book, tax and super owing.
Once 5+ members join
Unlocked
Peer comparisons: where you sit, cohort medians on every measure.
From about 3 months
Unlocked
Firmer trends and your tuned-to-you normal range starts learning.
At a full year
Unlocked
Busy-season shape, this year vs last, and established confidence. Keeps sharpening from here.
This report observes and compares; it is not financial, tax, or business advice. For decisions about your business, speak to your accountant or a licensed adviser.
Methodology footnote. Source data: accounts receivable and payable invoices, and tax and super balances, retrieved from your accounting file. Reliability labels are attenuated when sample sizes are small or where historical hard flags fall within the trailing window. Peer cohort benchmarks are suppressed when fewer than 5 similar businesses are available, preventing low-N inferences. Figures shown in this example are illustrative.
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