naverquos
We've spent years working alongside Australian businesses, watching them navigate cash flow challenges and solvency questions. That work taught us something valuable: most financial education misses the practical stuff.
Explore Our Programsnaverquos started in 2019 when a few of us were consulting for small manufacturers around Newcastle. We kept seeing the same pattern: smart business owners making decisions based on incomplete financial pictures. Not because they lacked intelligence, but because traditional accounting reports didn't tell the full story about liquidity positions.
One client nearly folded despite showing profit on paper. Their working capital had evaporated through poor receivables management. That's when we realized the gap wasn't in financial tools—it was in understanding what the numbers actually meant for day-to-day operations.
So we started teaching workshops. Small groups, practical scenarios, real balance sheets from businesses willing to share their mistakes. The response surprised us. People weren't looking for another qualification—they wanted to make better decisions next Tuesday.
Financial literacy shouldn't be gatekept by jargon. When someone runs a business, they need to spot warning signs months before a crisis hits. They need to understand whether taking on debt strengthens or weakens their position.
We focus on liquidity and solvency because these concepts sit at the core of business survival. You can be profitable and still run out of cash. You can have assets and still be technically insolvent. Understanding these dynamics changes how people plan, invest, and grow.
Our programs build from actual case studies. We use deidentified financial statements from businesses that struggled, recovered, or expanded. Participants learn to read between the lines of balance sheets and spot patterns that standard metrics miss.
A current ratio of 1.5 might be healthy for a retailer but concerning for a service business. We teach participants to evaluate metrics within industry context, seasonality patterns, and business models rather than applying rigid benchmarks.
Before discussing complex solvency ratios, we ground everything in cash movement. Where does money enter? When does it leave? What's the timing gap? Once participants understand their cash cycle, the rest of financial analysis makes intuitive sense.
Financial trouble rarely appears suddenly. There are usually signals six to twelve months ahead—declining working capital, lengthening receivables cycles, rising debt servicing costs. We train people to notice these patterns in their own numbers.
Our simulations use real scenarios where participants make decisions based on financial statements, then see the cascading effects over simulated quarters. It's one thing to calculate ratios; it's another to feel the pressure of choosing between paying suppliers or making payroll.
We're a small team with overlapping skills and diverse backgrounds. What connects us is a shared frustration with financial education that talks down to people or hides behind complexity.
Senior Financial Educator
Spent fifteen years as a commercial lending analyst before getting tired of explaining the same concepts over conference calls. Callum designs our core curriculum and runs most of our intensive programs. He's particularly good at making debt covenants understandable, which might be a niche skill but proves surprisingly useful.
Industry Liaison Director
Henrik bridges the gap between academic theory and business reality. He spent two decades working in manufacturing finance before joining us, which means he's seen every variation of working capital crisis. He maintains relationships with businesses willing to share their financial journeys for our case studies.
These aren't aspirational values we printed on a poster. They're the principles that shape how we design programs, choose examples, and interact with participants.
Financial analysis isn't simple, and we don't pretend otherwise. But complexity isn't an excuse for confusion. We break down difficult concepts without dumbing them down, respecting that our participants are capable of nuanced thinking.
Every concept we teach is immediately applied to realistic scenarios. Theory has its place, but our participants need to make decisions next week—not write academic papers. We prioritize what works over what's intellectually elegant.
Our most valuable case studies come from businesses that struggled. Financial mistakes offer clearer lessons than success stories, which often include hidden advantages or timing luck. We examine what went wrong and why it matters.