Specialised bookkeeping for the hospitality industry.

Yes - Kounta and the other major point-of-sale systems feed daily takings into Xero automatically, split into the right revenue and GST lines. Set up once through our cloud integration service, reconciled forever after.

Because food is - some items GST-free, some taxable, mixed baskets everywhere. The fix lives in the POS-to-Xero mapping, not in heroic corrections at BAS time. We build the mapping properly.

Yes - hospitality award payroll with penalty rates, overtime, junior rates and allowances is a specialty, and one of the industry's biggest compliance risks. Payday super timing is built into every run.

With a clean, documented process covering how they're collected, distributed and treated in payroll - fair to staff, tidy for the books.

Cost of goods and labour as a share of revenue, weekly. We benchmark you against industry standards and report so drift gets caught in days, not at quarter end.

Both, usually. The POS reports gross sales for the trading day. The bank receives a net settlement, often a day or two later and later again over a weekend, minus merchant fees, minus refunds processed after close, and separate from any cash you banked yourself. Tips taken on card add another layer if they are paid out on a different cycle. Forcing the two figures to agree hides the difference somewhere it will never be found. The fix is a clearing account: takings post as sales and GST, settlements post against the clearing account, fees post as fees. Anything left sitting in that account is a real question with a real answer.

It can be, and that is what makes food GST awkward. Food consumed on the premises where it is supplied is taxable, whatever it is. Taken away, the treatment depends on the item: basic staples are GST-free, while hot food, prepared meals, confectionery, savoury snacks, most bakery lines and most drinks are taxable. So the same sandwich can be treated two ways depending on where it is eaten, and a single basket can contain both. This is a mapping problem in your POS and in its link to Xero, solved once at item level. Applying an average at BAS time is a guess with a percentage sign on it.

Yes, because without opening and closing stock your cost of goods is only the invoices that happened to land in the period. A large delivery on the 29th makes one month look poor and the next look excellent, and neither reading is true. Wastage, staff meals, comps and breakages sit in the same blind spot. You do not need a full count every week. A short cycle count on the high-value lines, meat, seafood and spirits, plus a fuller count monthly, is enough to turn food and beverage percentages into numbers you can act on rather than numbers you explain away.

Rarely the base rate. It is the edges: split shifts and what is owed for breaking a day in two, minimum engagement when someone is called in for a short shift, junior rates that step up on a birthday rather than at a review, casual loading and how it interacts with overtime, public holiday rates, and allowances attached to specific tasks like laundry or tools. Rosters get built around service, not around the award, and the two only meet if somebody checks them against each other. We build the rules into payroll once so the roster prices itself correctly every week.