Spent 66% of our time on clients.
Our forecasting/financials is based on 65%, but our target is obviously higher to give us a buffer. We are happy with 66%, but will continue to aim to increase this.
The 34% broken down into 23% operations, 8% business development, 3% learning. Slightly more on ops, less on learning & business development (Sales/Marketing) than FY24.
We spent less time on admin, impact reporting, marketing, formal training & recruitment, and more on client admin, team activities, onboarding and self-learning on projects.

Regular, honest check-ins about how we feel

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Stand ups, development sessions, watercooler chats, impact updates and more.

Targeted and clear personal growth, if we are better our clients will be

🟢

Continued with our personal goal setting questionnaires that ask the big questions of where we want to go and how we’ll get there. Also lots of accountability check-ins.

Improve and increase capability across team

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Raising our emotional health levels through a leadership development program with Global Leadership Foundation.
Expanding output skills: Market research, Web design, content & copywriting, strategy & development and automation strategy.

9 day fortnights, with option for 4 day weeks

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60% work 9 day fortnights, 30% part-time hours, 10% standard working hours.

Gradually grow the team to 7 people

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We ended the year getting ready to onboard our 7th team member in July 2025.
In FY24/25 Alex joined us as Senior Designer (Brand & Digital) and Simon Hoye came on board as Head of Technology.

No destructive clients. Revenue 10% Good, 65% Great, 25% Amazing

(Here’s what the classifications mean)

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No destructive clients. Revenue breakdown: 6.5% Good, 59% Great, 33% Amazing
We were well under on Good and over on Amazing which improves impact and puts pressure on us financially. We’re now managing allocation more carefully each month.

Client survey metrics

100% good value for money. (3 / 5 value for money (1 - ‘could charge less’ and 5 - ‘could charge more’

8 / 10 likely to recommend

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All metrics are on or over target
- 3.5 / 5 value for money
- 8.5 / 10 likely to recommend
- 82 NPS

$1.03m revenue (Up by 23% from FY 23/24). Ambitious, we know!

🟠

$916,460 - +10% YoY but under our of +23%,
The main reasons we didn’t hit target were scope creep and overruns as well as exceeding the Amazing impact discount.

Maintain B Corp score from 134.1 with workers included

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We officially re-certified in November 2023, and are pleased to report we achieved the same score (to the decimal point). Wild! We shared our experience of recertification here.

Share templates, documents, insight into business for good

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We haven't done this publicly, but when people have asked, we have shared. And we're sharing a series of things as part of this impact report.

Maintain current ownership and governance

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Harvey is 100% owned by the Smallchua Family Trust. Rebecca Smallchua is our sole Director.

Re-use, recycle and manage dangerous waste

🟢

We continue to implement our hazardous waste policy and are on a continuous learning and improvement journey.
We repair damaged hardware and minimise purchasing of new equipment.
Personally we're all Facebook Marketplace fans.

Be climate positive at work and at home

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We don't track our CO2 emissions, rather we take a much more general and high emissions view. However, this year, we didn't donate to the environment (see above) so we can't say we countered our CO2.

Advocate for climate change / inspire sustainable living

🟢

We hosted a panel event on Zero Emissions Day in September 2023, along with our friends at Portable, where we interviewed industry experts on the opportunity to engage with community and work towards a more sustainable future. Recording here.

Donate 5% to the environment

🔴

We didn't make the donation this year as we're revisiting our impact giving model - more details here

Invest $20k in impact businesses plus $20k of pro bono time

🔴

We delivered some pro bono time but dropped the ball and had no official measurements in place.
We also did not invest $20k in impact businesses, and are reviewing this goal going forward. In the last 12 months, our three Impact Investments all lost their value (Whole Kids, Pronto Bottle & Kester Black). While it's not great, we accept this is part of ambitious investing, and each had their own challenges that they couldn't quite overcome.

Buy with intention from local and discriminated groups

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We continue to be intentional about our suppliers as outlined in our policy and report the details in the Community chapter of our report.

Protest and boycott important issues (Australia Day, Melbourne Cup)

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Yes and yes!

9 day fortnights, with option for 4 day weeks

🟢

80% work 9 day fortnights, 40% part-time hours, 10% standard working hours.

Improve and increase capability across team

🟢

Raising our emotional health levels through a leadership development program with Global Leadership Foundation.
Expanding output skills: Market research, Web design, content & copywriting, strategy & development and automation strategy.

Targeted and clear personal growth, if we are better our clients will be

🟢

A new process for 360 feedback, plus personal goal setting questionnaires that ask the big questions of where we want to go and how we'll get there. Also lots of accountability check-ins.

Client survey metrics

3 / 5 value for money (1 - 'could charge less' and 5 - 'could charge more')
8 / 10 likely to recommend

🟢

3.4 / 5 value for money
9.2 / 10 likely to recommend

No destructive clients. Revenue breakdown: 17% Good, 59% Great, 24% Amazing

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No destructive clients.
Revenue breakdown: 17% Good, 59% Great, 24% Amazing (A little over on Good and under on Great, but on target for Amazing - which is most important, so we're happy with that)

All staff spend 80%+ of their time on clients

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Spent 64% of our time on clients (under). Due to team changes (recruitment, onboarding and offboarding) and extra investment in training, personal development and community engagement (e.g. B Local), we did not hit this target. On reflection, we will think 80% is too ambitious and we'll be revising to 70% going forward.

Regular, honest check-ins about how we feel

🟢

Stand ups, development sessions, watercooler chats, impact updates and more.

$994k revenue (Up $211k on FY2223)

🔴

$833,588. Revenue was up 6% YoY. Midway through the year, we adjusted down our target to $879k as team growth / services shifted. The main reasons we didn't hit target were scope creep and overruns, both of which we're trying to manage better with process improvements.

Maintain B Corp score from 134.1 with workers included

🟢

We applied for our B Corp re-certification at the end of this financial year and are pleased to report we achieved the same score (to the decimal point). Wild!

Share templates, documents, insight into business for good

🟠

We haven't actively done this publicly, but when people have asked, we have shared. And we're sharing a series of things as part of this impact report.

Maintain current ownership and governance

🟢

Harvey is 100% owned by the Smallchua Family Trust and Rebecca Smallchua is our sole Director.

Re-use, recycle and manage dangerous waste

🟢

We continue to implement our hazardous waste policy and are on a continuous learning and improvement journey.
We repair damaged hardware and minimise purchasing of new equipment.
Personally we're all Facebook Marketplace fans.

Donate 5% to the environment

🔴

We fell short here, we didn't make the donation. More details here.

Advocate for climate change / inspire sustainable living

🟢

Through the work we do at The Business Pickle we have released research, reports and content on climate and the environment. Including open sourcing the Environmental Strategy we created with portable.

Be climate positive at work and at home

🟠

We don't track our CO2 emissions, rather we take a much more general and high emissions view. However, this year, we didn't donate to the environment (see above) so we can't say we countered our CO2.

Protest and boycott important issues (Australia Day, Melbourne Cup)

🟢

Yes and yes!

Have a RAP, engaged stakeholders and implemented more change

🔴

Due to competing priorities and limited time (no lack in desire) we de-prioritised our Reconciliation Action Plan as we want to do it meaningfully and have the capacity to follow through. However, we took a few first steps outlined here.

Buy with intention from local and discriminated groups

🟢

We continue to be intentional about our suppliers as outlined in our policy and report the details in the Community chapter of our report. We took it one step further this year with a public call to pledge to audit suppliers in this campaign www.supplier-impact.com

Invest $20k in impact businesses plus $20k of 100% pro bono time

🟠

We delivered some pro bono time but dropped the ball and had no official measurements in place. We also did not invest $20k in impact businesses because of the reduced revenue with Becky on maternity leave.
Sarah personally donated her photography equipment valued at around $7,500 to empower a content and brand producer in the Solomon Islands.

9 day fortnights, with option for 4 day weeks

🟠

40% work 9 day fortnights, 40% part-time hours, 20% standard working hours.

Improve and increase capability across team

🟢

Elevated our tool nerd level. See here.
Expanding output skills: Market research, Web design, strategy & development, video editing, and automation strategy.