For accounting and finance teams, the end of financial year is simply part of the job. Unfortunately, that doesn’t make it any less relentless. Reporting deadlines, year-end journals, audit preparation, reconciliations, budget planning for the year ahead, all lands at once, on top of the day-to-day work that doesn’t stop just because the calendar is demanding.  Although most finance teams get through it, there is often an unexpected hidden cost that shows up months later. Finance professionals rarely resign in the thick of the EOFY rush because they’re too busy, and there’s a certain solidarity in surviving a high-pressure period alongside colleagues. However, when the dust settles in July, something shifts. People come up for air, reflect on the past few months, and start making decisions.
Internationally renowned research institute looking to scale.
A national, established and respected brand in engineering, design and construction engaged us in an advisory capacity to assess a hire the firm had made 18 months prior. The individual was underperforming and failing to elevate team capability and culture to the required standard.
Quinn Allan's network of Melbourne-based Senior Finance Leaders recently came together over breakfast for an insightful session with leadership and human performance expert Karen Gately of Corporate Dojo. The focus of the session was psychological safety and its growing importance in today’s workplace from both a wellbeing and legal perspective. With organisations facing increasing expectations around employee wellbeing, the discussion highlighted why creating safe, supportive environments is no longer optional, but essential. With her energetic and engaging style, Karen shared a range of practical examples of psychosocial risks that can impact both individuals and organisations. She explored common workplace challenges such as high workloads, unclear expectations, poor communication, and ineffective leadership behaviours, all of which can contribute to stress, disengagement, and reduced performance if left unaddressed. A key theme throughout the session was the importance of emotional intelligence in leadership. Karen emphasised the role of self-awareness, empathy, and communication in building trust and fostering high-performing teams. In particular, she highlighted the need for leaders to strike the right balance between accountability and empathy, setting clear expectations while also supporting their people to succeed. The session also reinforced the critical role of communication, particularly during times of change or uncertainty. Transparent, honest conversations were identified as a key driver of trust, engagement, and resilience within teams. It was a fantastic and thought-provoking session, giving attendees practical insights into how they can make meaningful, positive change within their own organisations to better support their teams and drive performance. 
Quinn Allan's Brisbane team were delighted to host a fantastic turnout of senior finance leaders for our latest breakfast event. We were fortunate to welcome Jack Hutchinson from Hutchinson Builders (“Hutchies”), who shared the story behind the company’s growth as a proud multi-generational business. His presentation centred on the theme of building through cycles, offering valuable insights into how Hutchies has successfully navigated periods of economic volatility over many years. Drawing on both organisational and personal experience, Jack provided a unique perspective on leadership within a long-standing family business. He spoke candidly about his own journey as a Director, and how he has continued to evolve into a steward of the business, maintaining a close connection to market conditions while helping guide the organisation forward through changing environments. A key part of the discussion focused on the future outlook for Queensland, particularly in the lead-up to the Brisbane 2032 Olympics. Jack shared his views on the opportunities and challenges this presents,
Leading Victorian health services organisation requiring two permanent procurement hires following team changes and additional headcount, with budget constraints impacting access to experienced talent.
National mid-tier law firm facing the sudden departure of its Brisbane-based IT/IP team, including two Partners, a Special Counsel and two Associates, creating immediate capability gaps and significant commercial risk.
Major infrastructure construction company requiring targeted finance capability across both interim and permanent roles, including newly created and hard-to-fill positions.
