Greg Jones

Greg Jones 👷‍♂️Helping builders build structure
📈so they can go from chaos to control
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🌟 Greg Jones Ventures 🌟

Greg Jones Ventures is more than just a business—it's a vision of empowerment and transformation. Founded by Greg Jones, a visionary entrepreneur with a passion for building dreams, our brand is synonymous with integrity, innovation, and limitless potential. With Greg Jones Ventures, you're not just joining a business; you're joining a movement towards 💰 financial freedom,

🌴 lifestyle abundance, and 🔥 personal growth. Our Story:
Greg Jones's journey from a Registered Builder to a visionary entrepreneur is the foundation of Greg Jones Ventures. His experiences in the construction industry taught him the value of resilience, resourcefulness, and strategic thinking. Now, Greg is on a mission to share his knowledge and expertise with aspiring entrepreneurs worldwide, guiding them towards success and fulfillment. Our Mission:
At Greg Jones Ventures, our mission is to empower individuals to unleash their full potential and create extraordinary lives. Through high-ticket network marketing strategies, automated systems, and personalized coaching, we provide the tools and support needed to turn dreams into reality. With Greg Jones Ventures, you have the opportunity to build a legacy that transcends generations. 🌟

Ready to embark on your journey towards financial freedom and lifestyle abundance? Connect with Greg Jones Ventures today at [email protected] and discover how you can build a thriving online business with Greg Jones as your trusted partner and mentor.

03/09/2026

The ATO nearly took me out.

Not “had a scare.” Not “tight month.” Nearly ended the business I’d spent years building.

Here’s how it happens.

You’re busy. Jobs are moving. Bank account looks fine. So you don’t think twice about it.

Then tax time lands and the number is bigger than what’s sitting in the account.

You ring the ATO. Set up a payment plan. Tell yourself it’s handled.

It’s not.

They give you the number. You don’t get to negotiate it. Doesn’t matter what else is due that month, that’s what’s coming out first.

Then every quarter you’ve still got a BAS lodgement sitting there.

Miss one, even by a day, and the payment plan you were relying on just stops. You’re back at zero, except now the debt’s bigger and they trust you less.

Keep missing them and eventually they stop negotiating with you at all.

I got close enough to that to feel it. Close enough that it changed how I’ve run every business decision since.

And the part that gets me. It was never actually a tax problem.

It was a visibility problem. I had no cash flow forecast mapped out. No idea what was landing, what was leaving, what I actually owed until it was already due.

I was running blind and calling it busy.

Don’t wait until you’re staring down the same number I was.

If you want the systems in place so tax time never gets close to taking you out, comment the word STRUCTURE and I’ll show you what I built.

03/09/2026

Most builders don’t see the tax bill coming until it’s already sitting in their inbox.
Busy all year. Jobs stacked. Bank account ticking over. Feels like things are going fine.

Then tax time hits and you owe more than you’ve got.
So you ring the ATO and set up a payment plan. Feels like relief.
It’s not.

They tell you the number. You don’t negotiate it. Doesn’t matter what else is due that month, that’s what’s coming out.

Then every quarter you’ve still got a BAS lodgement to make.

Miss one, even by a day, and the whole plan collapses. Back to square one, except now you’re negotiating from a weaker position with a debt that’s grown.
Keep missing them and the ATO stops negotiating altogether.

Do it long enough and they’ll shut the whole business down for you.

And the worst part. None of this started with the ATO.
It started months earlier, with no cash flow forecast. No visibility on what was coming in, what was going out, what was owed. Just a bank balance and a hope that it’d sort itself out.

If you’re ready to get off the hamster wheel and get your systems and processes dialled in so tax time stops being a heart attack, comment the word
‘STRUCTURE’

03/09/2026

Most builder don’t see the tax bill coming until it’s already sitting in their inbox.
Busy all year. Jobs stacked. Bank account ticking over. Feels like things are going fine.

Then tax time hits and you owe more than you’ve got.
So you ring the ATO and set up a payment plan. Feels like relief.
It’s not.

They tell you the number. You don’t negotiate it. Doesn’t matter what else is due that month, that’s what’s coming out.

Then every quarter you’ve still got a BAS lodgement to make.

Miss one, even by a day, and the whole plan collapses. Back to square one, except now you’re negotiating from a weaker position with a debt that’s grown.
Keep missing them and the ATO stops negotiating altogether.

Do it long enough and they’ll shut the whole business down for you.

And the worst part. None of this started with the ATO.
It started months earlier, with no cash flow forecast. No visibility on what was coming in, what was going out, what was owed. Just a bank balance and a hope that it’d sort itself out.

If you’re ready to get off the hamster wheel and get your systems and processes dialled in so tax time stops being a heart attack, comment the word
‘STRUCTURE’

03/09/2026

Sparky packs up at 3pm. Invoice in. Paid in two weeks. Clean.

Builder’s still on site three months after handover. Punch list. Warranty calls. Client texting at 9pm about a squeaky door. Still waiting on a payment schedule to catch up to money he already spent months ago.

Everyone thinks the builder’s the one cashing in. Nah. He’s the one carrying the risk on every trade, every supplier, every decision on that job. Everyone else gets paid before him and walks away clean. He’s the last one holding it.

Ask a builder how he’s doing and he’ll say “yeah good, flat out.” What he means is he hasn’t seen a real profit land in his account in months and he’s too tired to explain why.

Carrying the whole job on your shoulders and somehow you’re still last in line for your own money. That’s not a badge of honour. That’s a business model with a hole in it

02/09/2026

Give your subies a loose scope.

They’ll price it loose. Which means every variation they didn’t include becomes a fight.

Job starts. They’re on site. Something comes up that’s borderline. They tell you it’s not included.

So you absorb it. Margin gone. You’re frustrated but you let it slide.

Then it happens again. Different item. Different sub. Same story.

“Not included.”

You’re constantly negotiating. Constantly explaining. Constantly eating costs that shouldn’t be yours.

And it’s eating you alive.

By week three you’re stressed. By week five you’re angry. By week eight you’re sleeping like s**t because every day brings another “that’s not included” conversation.

That’s margin creep. That’s scope ambiguity destroying your sanity.

The subs know exactly what they’re doing. Loose scope means loose price means room to push back and add charges later.

Here’s what changes it:

Define the scope crystal clear before they price. Not loose. Not vague. Clear.

Then when they say “not included,” you have something to point to.

No arguments. No negotiations. No mental breakdown.

The subs who work for builders with clear scopes work smooth. The ones who work for builders with loose scopes? They’re constantly fighting.

Don’t be the builder who accepts mental breakdown as the cost of doing business.

31/08/2026

Told myself I couldn’t put my prices up, I’d lose the work.

Told myself I’d sort the systems out when things quietened down.

Told myself turnover was up, so we were doing well.
Told myself it was cheaper to keep him than train someone new.

Told myself the client’s always right, even when they were robbing me blind.

Five lies. Every one of them felt true at the time.
Every one of them was quietly bankrupting me.
Turnover went up while margin went backwards.
The bloke I kept because it was “easier” cost me more than training ten new guys.

And the client who was always right walked me straight into the loss that nearly ended the business

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Flinders
Melbourne, VIC
3000

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