The UK Tax and Accounting Podcast from I Hate Numbers:

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Oct 2026

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For many business owners, sitting down to tackle the accounts or a tax return is right up there with watching paint dry. We understand—numbers can feel intimidating, confusing, and frankly, a distraction from why you started your business in the first place. However, if you are serious about your business, you need to get on friendly terms with your finances. I Hate Numbers is a dedicated UK accounting and tax podcast designed to help you navigate the complexities of business finance without the headache. Hosted by me, Mahmood Reza, accountant and tax advisor, business coach, tax advisor, and financial storyteller—this podcast is here to help you move from dreading your data to using it as a roadmap for success. Straight-talking Tax and Finance Advice Business is ultimately about making money and having an impact. To do that, you need to understand the financial story your business is telling. We focus on: Simplifying UK Tax and Accounting: We break down everything from Self-Assessment to Corporation Tax in a way that actually makes sense. Jargon-Free Guidance: No "accounting-speak" or unnecessary BS—just practical steps to keep you on the right side of HMRC. Profit and Growth: Understanding your numbers means you can see the impact of your successes and avoid common financial pitfalls. Master the Meaning Behind the Numbers With decades of experience helping thousands of businesses, Mahmood’s mission is to make business money management accessible to everyone. In the words of W.E.B. Du Bois: “When you have mastered numbers, you will in fact no longer be reading numbers... You will be reading meanings.” Don't let tax and spreadsheets hold you back. Subscribe to the I Hate Numbers podcast today and start powering your business forward with confidence.

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October 25, 20267 min

Closing a Dormant Company Bank Account: Tax and Filing Risks

Closing a dormant company bank account may seem straightforward once your limited company has stopped trading. However, withdrawing the remaining money or closing the account without planning can create tax, accounting and compliance problems. Bank interest may affect dormant status, outstanding bills still need paying, and the way you withdraw funds can determine the tax treatment. In this episode, we explain what HMRC and Companies House mean by dormant, why timing matters, how director's loans and dividends are treated, and what to check before closing your company's bank account. About this episode Many company directors assume that when trading stops, their company automatically becomes dormant. Unfortunately, it is not always that simple. HMRC and Companies House use different tests for dormancy. Meanwhile, the company may still have cash in its bank account, outstanding liabilities or continuing filing obligations. We look at the practical decisions involved in managing a dormant company bank account, including whether to leave money in the business, how to deal with remaining cash and why withdrawing everything immediately can create problems. The aim is to help you avoid unnecessary complications and make informed decisions before taking action. What does dormant actually mean? One of the biggest misunderstandings is assuming that a company becomes dormant as soon as it stops trading. For HMRC, dormancy for Corporation Tax generally means the company is no longer trading and has no other taxable income. Companies House uses a different test. A company is normally dormant for Companies House purposes when it has no significant accounting transactions during the financial year, apart from certain permitted exceptions. This distinction matters because a company may have stopped selling products or providing services but still be carrying out transactions that affect its reporting position. For a fuller explanation, see our Dormant Company Accounts guide . Bank interest can affect dormant status A bank account holding money after trading stops can create an unexpected problem: interest. Even a small amount of interest is income. For HMRC purposes, receiving bank interest can mean the company is no longer considered dormant for Corporation Tax. It is important to check whether your company bank account earns interest and whether any interest has already been credited. A non-interest-bearing account may help avoid future interest income. However, moving money between accounts can itself create accounting transactions relevant to Companies House dormancy. It is worth checking both sets of rules before making changes. You should also consider whether giving up interest is financially worthwhile. Dormant companies still have filing obligations Stopping trading does not mean your limited company disappears. While the company remains registered, you will normally still need to deal with Companies House requirements, including: Filing an annual confirmation statement. Submitting annual accounts, with dormant accounts available where the company qualifies. Maintaining appropriate company records. Keeping registered office and company information up to date. Failure to meet the relevant filing obligations can lead to penalties or other enforcement action. Dormancy changes the reporting requirements that apply. It does not automatically remove your administrative responsibilities. Why closing your company bank account too early can cause problems Imagine that your company has stopped trading and still has money in its bank account. You decide to transfer the entire balance out and close the account. A few weeks later, an accountancy bill arrives. Then there is a Companies House fee or an outstanding Corporation Tax payment. The company still owes money but no longer has funds available to settle its obligations. You may find yourself putting money back into the business simply to pay bills that could have been anticipated. Before withdrawing the remaining balance, review all known and reasonably expected liabilities. Settle what is due and plan for any future costs. However, do not confuse closing the bank account too early with leaving it open after the company is dissolved. When a company is being formally struck off, remaining assets and bank balances must be dealt with before dissolution. Money left in the account can pass to the Crown. How can you take money out of a dormant company? Once outstanding liabilities have been identified, you can consider how the remaining funds should be treated. There is no single approach that works for every company. The correct treatment depends on the company's financial position, accounting records and circumstances. Repaying a director's loan If you previously lent money to your company, the company may owe you money through your director's loan account. Repaying a genuine outstanding loan balance can be a straightforward way of returning money you previously provided to the business. However, check the director's loan records and confirm the actual amount owed before arranging repayment. Paying a dividend Dividends are another possibility, but a company must have sufficient distributable profits before declaring them. A healthy bank balance does not necessarily mean the company has enough profits to pay a lawful dividend. “Cash and profit, unfortunately, are not the same thing.” Paying a dividend without sufficient profits can create serious consequences, including repayment obligations and additional accounting complications. Dividends must also be properly declared and recorded. The transaction may affect whether the company meets the Companies House dormancy test. For more guidance, listen to our episode on Dividends and the Director's Loan Account . Capital treatment when closing a company Some shareholders may be able to receive money as a capital distribution when their company is formally closed. For qualifying distributions made in anticipation of a company being struck off, the rules can permit capital treatment where the total qualifying distributions do not exceed £25,000 and the relevant conditions are met. This is not an automatic tax saving. Capital treatment depends on the circumstances, and Capital Gains Tax is not always lower than the Income Tax that might otherwise apply. For larger balances, or where you are uncertain about the correct treatment, professional advice is particularly important. Checklist before closing a dormant company bank account Before you withdraw the balance or close the account, work through these questions: Has the company genuinely stopped trading? Have all outstanding liabilities been identified? Is the bank account earning interest? Have enough funds been retained or arrangements made for future costs? Is there a genuine director's loan balance to repay? Are sufficient distributable profits available for any proposed dividends? Could capital treatment apply if the company is being formally closed? Do you understand the remaining HMRC and Companies House filing obligations? These checks can help you avoid making a seemingly simple banking decision that creates unnecessary financial or compliance problems. FAQs Can a dormant company have a bank account? Yes. A limited company can retain a bank account while dormant. However, interest income or significant transactions may affect its dormant status for HMRC or Companies House purposes. Does bank interest affect dormant company status? Yes. Interest can mean the company receives taxable income, which may affect dormancy for Corporation Tax. Transactions recorded in the company's accounting records may also affect Companies House dormancy. Can I withdraw all the money from a dormant company's bank account? You should first check outstanding liabilities and determine the correct accounting and tax treatment of the withdrawal. Company cash does not automatically belong to the director personally. Can a dormant company pay dividends? A dividend may be possible where the company has sufficient distributable profits and follows the correct procedures. However, paying it creates an accounting transaction and may affect Companies House dormancy. What happens to money in a company bank account after dissolution? When a company is dissolved, money remaining in its bank...

October 18, 20264 min

Tax Refund Deadlines: Can You Still Claim Money Back from HMRC?

Tax refund deadlines can determine whether you are still able to claim money back from HMRC. If you have overpaid tax, missed an allowable expense or discovered an error in a previous return, you may be entitled to a refund. However, there is no single deadline covering every situation. PAYE, Self Assessment, VAT and Corporation Tax have different procedures and time limits. In this episode, we explain why those differences matter, when correcting a return may be possible, how overpayment relief can sometimes help, and why checking sooner could save you from losing money you might otherwise have reclaimed. About this episode When we talk about tax, most people immediately think about how much they owe HMRC. We do not always think about the money HMRC might owe us. Yet tax overpayments can affect employees, business owners, freelancers and organisations in the not-for-profit sector. The question is whether you can still claim that money back. Unfortunately, the answer is not always a straightforward yes or no. Different taxes have different rules. The correct procedure also depends on why the overpayment happened, when it happened and whether the normal deadline for making a correction or claim has passed. We look at why tax refund deadlines matter and why it is important not to assume that a deadline you have heard about applies to your circumstances. Why tax refund deadlines matter One of the biggest mistakes we see is leaving a possible tax refund until later. You may discover that you paid too much tax, forgot an expense or missed a relief you could have claimed. It is tempting to put the paperwork aside, especially when you are busy running your business or dealing with everyday life. However, waiting can restrict your options. A correction that might have been straightforward earlier could become more complicated once the normal deadline has passed. “The actual deadline depends on what's happening and what tax is actually involved.” Different taxes have different refund rules PAYE tax refunds If you are employed and pay Income Tax through PAYE, HMRC may identify an overpayment through its tax calculations. For example, an incorrect tax code may mean too much Income Tax has been deducted from your salary. In some circumstances, HMRC will calculate the overpayment and explain how you can receive a refund. However, you should not assume every mistake will be identified automatically. Check your tax code, review your payslips and make sure your employment and income details are correct. You can also use the HMRC tax refund guidance to find the appropriate route for your circumstances. Self Assessment tax refund deadlines If you complete a Self Assessment tax return, the process can be different. Imagine submitting your return and discovering six months later that you forgot to include an allowable business expense. You may be able to amend the original return and correct the mistake. However, the opportunity to amend a return does not last indefinitely. Under normal HMRC rules, you can amend a Self Assessment return within 12 months of the filing deadline, although special circumstances can affect the applicable date. Missing that amendment window does not automatically mean every possibility of recovering an overpayment has disappeared. Other procedures may apply, depending on the situation. Our episode on Self Assessment Tax Returns provides useful background on preparing returns, reporting income and claiming allowable expenses. VAT refund deadlines VAT has its own correction procedures and time limits. A business might discover that too much VAT was accounted for on a previous return or that eligible input VAT was not claimed. Correcting the position depends on the nature of the mistake, the relevant accounting period and the amount involved. HMRC normally applies time limits to VAT error corrections, and the procedure can differ according to the size and type of error. If you identify an incorrect VAT return, investigate it promptly instead of assuming you can make an adjustment whenever you choose. Corporation Tax refunds Companies can also discover errors or missed claims after submitting a Corporation Tax return. As with Self Assessment, there is a normal window for amending a return. Other claim routes may sometimes be available after that window, but they have conditions and deadlines of their own. The important point is to check which procedure applies to your company rather than assuming the rules are identical to those for personal tax returns or VAT. What happens if you miss a tax refund deadline? Missing the normal deadline does not always mean your money is lost. In some circumstances, overpayment relief may provide another route for claiming tax that was paid unnecessarily. However, overpayment relief is not an automatic entitlement. It has its own eligibility conditions, exclusions and time limits. That means it should be treated as a possible alternative rather than a reason to postpone checking your tax affairs. The safest approach is to identify mistakes and make corrections while the normal procedures remain available. What to do if you think HMRC owes you money If you suspect you have overpaid tax, begin with a few practical checks. Identify the tax: Is the possible refund related to PAYE, Self Assessment, VAT or Corporation Tax? Check the period: Work out which tax year or accounting period is affected. Review your records: Look at submitted returns, tax calculations, payslips, tax codes and supporting documents. Understand the mistake: Identify whether you overpaid, missed an expense or overlooked a relief. Check the correct deadline: Do not rely on a general rule you have heard from someone else. Seek advice promptly: Where the position is unclear, ask for help before more time passes. A possible refund that has been sitting unresolved for several years deserves attention. The longer you leave it, the greater the risk that a relevant deadline could pass. Why it pays to review your tax affairs early You do not need to wait until a deadline approaches before reviewing your tax position. Keeping accurate records, checking your returns and reviewing your tax calculations can help you spot mistakes earlier. Filing your tax return early can also give you more time to review your figures and identify possible refunds before the pressure of a filing deadline. Our episode on File Your Tax Return Early explains how early preparation can improve your financial planning and reduce tax-related stress. FAQs How far back can you claim a tax refund from HMRC? It depends on the tax, the reason for the refund and the claim procedure. Some claims have four-year limits, but that is not a universal rule. Always check the requirements for the specific tax and period involved. Can I claim a refund after submitting my tax return? Possibly. If you discover an error or missed expense, you may be able to amend your Self Assessment return within the normal amendment window. Other procedures may apply if that window has passed. What is overpayment relief? Overpayment relief is a procedure that may allow qualifying taxpayers to reclaim tax paid unnecessarily when the normal route for correcting a return is no longer available. It is subject to conditions, exclusions and deadlines. Can businesses reclaim VAT paid in error? Businesses may be able to correct VAT errors or claim VAT that was not previously recovered. The rules depend on the type of error, when it occurred and the correction method required. Will HMRC automatically refund overpaid tax? HMRC may identify certain PAYE overpayments and arrange or offer a refund. However, not every tax overpayment is found automatically. Checking your own tax position remains important. Episode Timecodes 00:00 – Why HMRC might owe you money 00:30 – Who can overpay tax? 00:54 – Why tax refund deadlines differ 01:16 – Self Assessment, VAT and Corporation Tax 01:35 – The danger of assuming you have four years 01:56 – Correcting a missed expense on a tax return 02:43 – Why postponing a tax claim can be...

October 11, 20268 min

Financial Planning for Not-for-Profits: Mission, Money and Better Decisions

Financial planning for not-for-profits is not about turning a mission-led organisation into a private commercial business. It is about giving charities, community organisations, social enterprises and voluntary organisations the tools, information and confidence to make better decisions. Good budgeting, forecasting, monitoring and reporting help you use resources wisely, protect your mission and continue delivering the impact that matters most. About this episode In this episode, we look at why financial planning matters for not-for-profits and how organisations can benefit by combining the best from both the private and not-for-profit worlds. There can sometimes be a misunderstanding between the private sector and the not-for-profit sector. The private sector may be seen as purely driven by profit, while charities and voluntary organisations may be seen as focused only on community, public benefit and social impact. Those differences exist, but there is also common ground. Both sectors have goals. Both need leadership, management, good decisions and responsible use of resources. That is where financial planning becomes so important. Why this matters Some not-for-profit organisations worry that using business-style financial practices means moving away from their core values. That does not need to be the case. Budgets, forecasts, management accounts and financial reports are simply tools. What matters is how those tools are used. When used well, they help not-for-profits spot financial pressure earlier, understand where resources are being used, make stronger decisions and direct more energy towards the activities that create the greatest impact. “Good financial habits are simply tools. What matters is how you deploy and how you use those tools.” Key points from this episode Financial planning protects the mission Financial planning does not replace your mission. It helps protect it. A charity, community organisation, social enterprise or not-for-profit can use budgeting, forecasting, monitoring and financial reporting without changing its underlying purpose. In fact, those tools can make the mission stronger. If you can see financial problems developing early, you have more time to respond. If you understand where resources are creating the most impact, you can make better choices about where money, time and people should go. Your financial reports are like an instrument panel The episode uses the example of a pilot and an aircraft instrument panel. Before every flight, a pilot checks fuel levels, speed, altitude, weather conditions and navigation systems. The instrument panel does not fly the aircraft. The pilot does. However, without that information, flying becomes more difficult and more risky. The same idea applies to not-for-profit organisations. Budgets, cash flow forecasts, management accounts and financial reports are your instrument panel. They show where you are, help you understand what is happening and support better decisions about what to do next. They do not replace leadership, experience or judgement. They support them. Financial information is for everyone One common myth is that finance is only for finance people. That is not true. Trustees need financial information. Managers need it. Project leaders need it. In many cases, volunteers also benefit from understanding the basics. Financial knowledge is not about becoming an accountant. It is about understanding enough to make informed decisions. Useful questions include: Can we afford this project? Is this programme sustainable? What happens if funding reduces? How much financial reserve do we have? What risks do we need to plan for? What resources are our projects consuming? These questions help organisations avoid unpleasant surprises and make better choices. Use private-sector tools without copying blindly Not-for-profits can learn from private-sector financial practices, but that does not mean copying everything without thought. A simple overlay can create problems if it does not fit the organisation. Every charity has its own mission. Every social enterprise serves a particular purpose. Every community organisation has its own context. The goal is to take useful practices and adapt them to your needs. Good budgeting, forecasting, regular financial reviews and clear reporting are not just commercial values. They are good management practices. When adapted properly, they help not-for-profits become more resilient, more effective and better equipped to serve their communities. Passion and planning need each other The strongest not-for-profits often combine passion with planning. They combine purpose with practical financial management. They understand that passion and money are not enemies. Without a clear mission, money lacks purpose. Without good financial management, even the strongest mission can struggle to survive. That is why financial planning for not-for-profits matters. It provides clarity, improves decision-making, strengthens governance and supports long-term sustainability. Practical financial planning questions for not-for-profits To make financial planning more useful, start with practical questions rather than technical jargon. What income can we reasonably expect? Which activities create the most impact? Which projects need more financial monitoring? What costs are fixed, and what costs can change? What would happen if a major funder reduced support? Do trustees and managers receive financial reports they can understand? Are we reviewing budgets and forecasts regularly? These questions help move finance away from being a year-end exercise and turn it into a practical management tool. Useful next steps Start by reviewing how your organisation currently plans, monitors and reports money. Look at whether your budgets are up to date, whether your cash flow forecast reflects reality, whether financial reports are clear, and whether trustees and managers have enough information to make confident decisions. Our episode on How Do You Define Your Business? is useful if you want to think more deeply about identity, structure, impact and purpose. You can also explore Social Enterprise and Community Interest Companies for related support on mission-led organisations and structure. Budgetwhizz support If you need a practical tool to support planning, budgeting and financial awareness, Budgetwhizz may be a useful next step. Good tools do not replace leadership, judgement or mission. They help you understand where you are, where you are heading and what adjustments may be needed along the way. FAQs What is financial planning for not-for-profits? Financial planning for not-for-profits means using budgets, forecasts, monitoring and financial reports to make better decisions, manage resources wisely and protect the organisation’s mission. Does financial planning mean becoming more commercial? No. Financial planning does not mean abandoning mission or chasing profit. It means using practical tools to support better decisions, stronger governance and long-term sustainability. Why do trustees need financial information? Trustees need financial information so they can understand risks, monitor resources, ask better questions and make decisions with confidence. What financial tools should not-for-profits use? Useful tools include budgets, cash flow forecasts, management accounts, regular financial reports and financial reviews. These tools help organisations understand what is happening and plan ahead. How can not-for-profits protect values while improving financial performance? Not-for-profits can protect their values by adapting useful financial practices to fit their mission. The goal is not to copy commercial organisations blindly, but to use financial tools in a way that supports purpose and impact. Episode Timecodes 00:00 – Financial planning for not-for-profits 00:25 – Protecting mission through better decisions 00:51 – Misunderstandings between sectors 01:24 – What private and not-for-profit organisations have in common 02:07 –...

October 4, 20268 min

Mandatory Payrolling of Benefits in Kind: What Employers Need to Know

Mandatory payrolling of benefits in kind will change how employers report taxable employee benefits, how payroll systems handle those benefits, and when tax and Class 1A National Insurance liabilities are paid. Instead of relying mainly on year-end P11D reporting, more benefits will be reported through payroll in real time. In this episode, we explain what payrolling benefits means, why HMRC is moving in this direction, how the phased timetable works, what it means for P11Ds and cash flow, and what employers should start reviewing now. About this episode Many employers provide benefits to employees. These can include private medical insurance, company cars, gym memberships and certain expense payments. Those benefits can create a tax liability. Traditionally, many benefits were reported after the end of the tax year using a P11D. HMRC would then adjust the employee’s tax code so the tax could be collected later. Mandatory payrolling of benefits in kind changes that process. Instead of waiting until the year-end, the taxable value of the benefit is processed through payroll during the year. That means tax is collected closer to the time the benefit is received. Why this matters This is one of the most significant payroll reporting changes employers have seen for many years. The long-term aim is to make reporting more real time, reduce year-end paperwork, cut down on later tax code adjustments and make tax deductions more predictable for employees. However, employers still need to prepare carefully. Payroll systems, reporting processes, internal controls, employee communication and cash flow forecasts may all need reviewing before the changes become mandatory. “Good planning today avoids unnecessary pressure tomorrow.” Key points from this episode What is payrolling of benefits? Payrolling benefits means including the taxable value of a benefit in payroll during the tax year. For example, if an employee receives private medical insurance worth £800 a year and is paid monthly, the taxable value may be spread across the year. Approximately £67 would be added to taxable pay each month for income tax purposes. The employee is taxed as the year progresses, rather than waiting for a later tax code adjustment after a P11D has been submitted. When will mandatory payrolling start? HMRC is introducing mandatory payrolling in stages. Current HMRC guidance says the phased introduction starts from 6 April 2027. The first phase applies to company cars, car fuel, vans, van fuel and medical benefits. Most other in-scope benefits are expected to become mandatory from April 2028. Taxable cheap loans and living accommodation continue to have special treatment. These areas can still be payrolled voluntarily, but they are not part of the same mandatory timetable. Because the rules are still developing, employers should check the latest HMRC guidance before taking action. Why is HMRC making this change? The move is part of a wider shift towards real-time reporting. HMRC wants tax to be reported and collected closer to the point when the income or benefit is received. This should reduce later tax code changes, make deductions more predictable and align benefits reporting more closely with modern payroll systems. For employees, this may mean fewer unexpected tax surprises. For employers, it should eventually mean fewer year-end forms, but only once systems and processes are ready. What happens to Class 1A National Insurance? Employers need to pay close attention to Class 1A National Insurance. At the moment, many employers calculate Class 1A National Insurance annually through the P11D and P11D(b) process. Payment is usually made after the tax year has ended. Under mandatory payrolling, the associated Class 1A National Insurance will move into payroll reporting. The total liability may not necessarily change, but the timing certainly does. That timing difference matters because it can affect cash flow. Why cash flow planning matters Some employers currently hold on to money until the annual Class 1A National Insurance payment becomes due. With real-time reporting, that delay is reduced. Liabilities arise earlier, so cash flow forecasts may need to be updated. For businesses with strong cash reserves, the impact may be modest. For seasonal businesses, charities, smaller organisations and creative enterprises with fluctuating income, earlier payments can be more noticeable. Our episode on Cash Flow Management Tips is a useful next step if you want to strengthen your cash flow planning before new payroll timing creates pressure. What happens to P11D forms? One of the biggest long-term outcomes is the gradual decline of traditional P11D reporting. Where benefits are payrolled, separate P11D reporting will generally no longer be required for those benefits. This should reduce paperwork and simplify year-end compliance. However, P11Ds and P11D(b)s may still be needed for exceptions, such as certain loans and accommodation benefits, where they have not been payrolled. Employers should not assume that P11Ds disappear overnight. The key is to understand which benefits are covered, which are excluded, and what still needs reporting. Six practical steps for employers Employers should treat mandatory payrolling as a planning exercise, not a last-minute compliance issue. Review the benefits you currently provide. Check whether your payroll software can support the new requirements. Review internal reporting processes and controls. Consider the cash flow impact of earlier Class 1A National Insurance payments. Communicate the upcoming changes clearly to employees. Consider whether voluntary payrolling before the mandatory dates would be useful. Our episode on Benefits in Kind gives wider context on how employee benefits can form part of a tax-aware reward strategy. Current guidance note This is a developing HMRC area. Before publishing, employers should confirm the latest guidance on the mandatory payrolling timetable, which benefits are included in each phase, how Class 1A National Insurance will be reported, and which P11D or P11D(b) obligations remain. The current guidance points to a phased approach from April 2027, with most remaining in-scope benefits following from April 2028. FAQs What is mandatory payrolling of benefits in kind? Mandatory payrolling of benefits in kind means employers report taxable employee benefits through payroll during the tax year, rather than relying mainly on year-end P11D reporting. When does mandatory payrolling of benefits in kind start? Current HMRC guidance says mandatory payrolling starts in phases from 6 April 2027. Phase one applies to company cars, car fuel, vans, van fuel and medical benefits. Most other in-scope benefits are expected to follow from April 2028. Will P11D forms disappear? P11D reporting should reduce where benefits are payrolled, but it will not disappear completely straight away. Some exceptions, such as certain loans and accommodation benefits, may still require separate reporting. How does mandatory payrolling affect Class 1A National Insurance? Class 1A National Insurance linked to payrolled benefits will move closer to real-time payroll reporting. The total amount payable may not necessarily change, but the timing of payments may change. Why should employers prepare now? Employers should prepare now because payroll software, internal processes, employee communication and cash flow forecasts may all need updating before the mandatory dates apply. Episode Timecodes 00:00 – Mandatory payrolling of benefits in kind 00:17 – Why employers should start planning now 00:51 – What payrolling of benefits means 01:17 – Moving away from year-end P11D reporting 01:40 – Private medical insurance example 02:23 – Phased rollout and key dates 03:11 – Why HMRC is making the change 03:55 – Class 1A National Insurance impact 04:37 – Cash flow considerations 05:22 – What happens to P11D forms 06:06 – Six steps employers should take now 06:58 – Final thoughts and support Related episodes <a...

September 27, 20264 min

Artists and Businesses Working Together: Partnerships That Create Value

Artists and businesses working together may not sound like a natural fit at first. Artists may worry that business is only about numbers, profit and deadlines, while businesses may not always understand the creative process. However, strong partnerships between artists and businesses can create fresh ideas, wider networks, better customer connection and new financial opportunities. In this episode, we look at how artists can approach business collaborations with an open mind, clear objectives and regular review, so both sides get real value from the relationship. About this episode This episode explores how artists, creatives and businesses can work together for mutual success. The arts world and the business world may look very different on the surface. One side may seem driven by creativity, expression and impact. The other may seem focused on targets, budgets and commercial outcomes. However, both artists and businesses solve problems, set goals and look for meaningful results. When those two worlds work well together, businesses can benefit from creativity, fresh thinking and stronger audience connection. Artists can benefit from new networks, greater visibility, financial opportunities and a clearer way to grow their work. Why this matters Artists do not need to see business collaboration as selling out. Businesses do not need to see artists as difficult, abstract or disconnected from commercial reality. The most useful partnerships happen when both sides understand what they bring to the table. A business may bring budgets, structure, deadlines, distribution and access to customers. An artist may bring originality, imagination, cultural understanding, visual storytelling and emotional connection. That combination can be powerful, but it needs more than good intentions. It needs open thinking, clear objectives and regular check-ins. “When artists and businesses do team up, it can often lead to fresh ideas, new perspectives, and success for both sides.” Key points from this episode Leave preconceptions at the door The first step is to challenge assumptions. Artists may assume businesses only care about money, profit and numbers. Businesses may assume artists only care about ideas and expression. Those assumptions can block good conversations before they begin. In reality, both sides are often trying to solve problems. Both sides have goals. Both sides want a good outcome. A visual artist working with a marketing company, for example, may bring fresh visual ideas. The business may bring timelines, campaign goals, audience insight and budget awareness. Together, they may create something stronger than either could produce alone. The key is to stay curious, keep an open mind and do your research before entering the relationship. Set clear objectives from the start A good creative partnership needs clear goals. If a dancer works with a fitness brand, both sides need to understand what they want from the collaboration. The brand may want engaging content, stronger audience connection or sales growth. The artist may want exposure, fair remuneration, creative visibility or access to a new audience. Those goals should be discussed early. Otherwise, both sides may walk into the partnership with different expectations. Clear objectives help you understand what success looks like. They also make it easier to decide whether the partnership is worth your time, energy and creative input. Use KPIs without being scared of the term KPIs, or key performance indicators, can sound corporate. However, the idea is simple: how will you know the partnership has worked? For an artist-business collaboration, that might include audience reach, sales growth, enquiries, engagement, attendance, content produced, brand visibility or customer response. The point is not to remove creativity from the relationship. The point is to make sure both sides know what they are aiming for. This links closely with our episode on Successful Partnerships , which explores how to get partnerships right and avoid costly mistakes. Monitor and review the partnership Setting goals at the start is not enough. You also need to check progress. If a ceramicist works with a home decor company and sales are not as strong as expected, the answer is not to sit back and hope everything improves. The better approach is to have a check-in. Ask what is working. Ask what is not working. Review the plan, discuss the results and adjust the approach if needed. Regular reviews keep the partnership healthy. They also help both sides learn more about each other and make better decisions as the relationship develops. How artists can approach business partnerships Artists can get more from business partnerships by treating them as structured opportunities, not vague collaborations. Before saying yes, ask yourself: What does the business want to achieve? What do we want to achieve as the artist or creative business? Is there fair remuneration or a clear value exchange? What does success look like? How will both sides measure progress? When will we review the partnership? Those questions protect your time and help the business understand your value. Our episode on Unpaid Creative Work is a useful next step if you are weighing up exposure, fair pay and whether a creative opportunity is truly worth it. Join the Numbers Know How Artist Directory Artists can also join the Numbers Know How Artist Directory to share who they are, what they do and make their creative work more visible to businesses and potential collaborators. This is useful if you want to build your profile, open up partnership conversations and make it easier for businesses to understand the creative value you can bring. Why businesses should work with artists Businesses can gain a great deal from working with artists and creatives. Artists bring fresh thinking, storytelling, originality and cultural insight. They can help businesses connect with customers in ways that feel more human, memorable and emotionally engaging. For businesses, the arts world can be a largely untapped source of creativity. A good partnership can support brand-building, campaign ideas, customer engagement and problem-solving. However, businesses also need to respect the artist’s value. Good creative partnerships are not about taking ideas cheaply. They are about building a relationship where both sides benefit. FAQs Can artists and businesses work well together? Yes. Artists and businesses can work well together when both sides keep an open mind, understand each other’s goals and agree what success looks like. Why should artists work with businesses? Business partnerships can help artists gain networks, opportunities, visibility and financial rewards. They can also open doors to new audiences and new types of creative work. What should artists agree before working with a business? Artists should agree the objectives, expectations, payment or value exchange, timeline, responsibilities and how success will be measured. What are KPIs in an artist-business partnership? KPIs are simple indicators of success. They might include audience reach, sales growth, engagement, enquiries, content produced or another agreed measure that shows whether the partnership is working. Why are regular reviews important in creative partnerships? Regular reviews help both sides check what is working, what needs adjusting and whether the partnership is delivering value. They keep communication open and reduce misunderstandings. Episode Timecodes 00:00 – Artists and businesses working together 00:18 – Fresh ideas, networks and opportunities 00:54 – Tip one: leave preconceptions at the door 01:15 – Artists and businesses as problem solvers 01:32 – Tip two: set clear objectives 02:15 – KPIs and measuring success 02:34 – Tip three: monitor and review progress 03:17 – Recap: preconceptions, objectives and success 03:37 – Artist directory and partnership opportunities 04:13 – Keep creating and keep thriving Related episodes Successful Partnerships: How to Get It Right and Avoid Costly Mistakes Unpaid Creative Work: Exposure, Boundaries and Fair Pay Financial Boundaries for Creatives Key takeaway Artists and businesses can create strong partnerships when they approach each other with openness, structure and clear expectations. Leave assumptions behind, set objectives, agree how success will be measured and review progress regularly. Done well, artist-business partnerships can create value for both sides. 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September 20, 20266 min

Creative Business Mindset: Value Your Work, Profit and Boundaries

Creative business mindset matters when your art, talent or creative practice starts moving beyond a passion project. You do not need to sacrifice your artistic soul, but you do need to value your work, understand profit, track your costs and set clear boundaries. In this episode, we look at why artists and creatives sometimes resist business thinking, why that resistance can lead to undercharging and overworking, and how a healthier business mindset can help you build a more sustainable creative career. About this episode Many creatives feel uncomfortable thinking like business owners. Business can sound like something for suits, spreadsheets and corporates, not artists, performers, writers, musicians or makers. However, creative work can still be a professional service. Treating it as a business does not mean losing your artistic identity. It means building the structure that allows your creative practice to survive, grow and support you properly. In this episode, we explore three mindset shifts that help creatives move forward: putting value on your work, understanding that profit is not a bad thing, and recognising the real costs behind your creativity. We also look at the importance of boundaries, especially when free work, discounts and exposure deals start appearing. Why this matters If you see your creative work as “just a hobby”, it becomes harder to charge properly. You may feel guilty asking for money. You may accept low prices, say yes too quickly, or overlook the time, materials and energy behind your work. That can create a cycle of undercharging and overworking. It can also make it harder to invest in better tools, marketing, training, studio space, support or future creative development. A stronger creative business mindset helps you protect both your income and your passion. “Profit is the thing that powers your creative practice.” Key points from this episode Your creative work has value Creative people often struggle to put a price on their talent. You may enjoy the work, care deeply about the impact, or feel awkward charging for something that comes naturally to you. However, payment is not a favour. It is an exchange. Your creative work brings value, joy, meaning, impact and experience to the person receiving it. Just as we expect to pay a skilled plumber, designer, adviser or specialist, creative skill should also be recognised and paid for. Profit is not a bad thing Many artists and creatives say they are not in it for the money. That may be true, but every sustainable creative practice still needs profit. Profit helps you recover your costs, reward yourself fairly, build reserves, invest in the future and reduce financial stress. Without profit, your creative work becomes harder to sustain. Our episode on What Is Profit? gives a useful next step if you want to understand the role profit plays in business survival and growth. You need to know your creative costs Charging £200 may sound fine until you consider the full cost of producing the work. Serena’s example shows why this matters. If an artist spends money on supplies and many hours creating a piece, the final price may look far weaker once materials, time and overheads are included. Creative costs can include materials, studio space, software, equipment, travel, marketing, promotion and the time spent speaking to clients or preparing the work. When these costs are ignored, pricing becomes guesswork. A simple starting point is to write down the costs involved in your creative process. It does not matter whether you use software, a spreadsheet or a notebook. What matters is that the costs stop slipping under the radar. Boundaries protect your creative practice As a creative, it can be tempting to say yes to every opportunity. Free gigs, exposure deals, discounts and underpriced commissions can all feel useful in the moment. However, saying yes too often can lead to burnout. It can also reinforce the idea that your work is low value. Before agreeing to a discount or unpaid opportunity, pause. Ask whether the offer matches your worth, whether it helps your business, and whether it respects the time and materials needed to deliver quality. Our episode on Unpaid Creative Work expands on this idea and helps you decide when free work is strategy and when it becomes a problem. A simple mindset shift for creatives The key shift is this: stop seeing your creative work as separate from business. You can care about impact and still charge properly. You can protect your artistic DNA and still understand costs. You can love the work and still make a profit. You can say no and still be generous, collaborative and professional. Thinking like a business owner is not about becoming less creative. It is about giving your creativity the structure it needs to continue. Questions to ask yourself Do I treat my creative work as a professional service? Do I feel guilty charging for my work? Do I know the real cost of producing what I create? Am I making enough profit to sustain my creative practice? Do I pause before saying yes to discounts or unpaid work? Are my current boundaries protecting my time, income and energy? FAQs What is a creative business mindset? A creative business mindset means treating your creative work as a professional service. It includes valuing your work, charging properly, understanding costs, making profit and setting boundaries while still protecting your creative identity. Does thinking like a business owner make you less creative? No. Business thinking gives your creative practice more structure. It helps you protect your time, earn more fairly, plan ahead and keep creating without constant financial pressure. Why do creatives undercharge? Creatives may undercharge because they feel guilty asking for money, see their work as a hobby, underestimate their costs, or worry that clients will not value the work. A stronger business mindset helps challenge those assumptions. Why is profit important for artists and creatives? Profit helps pay you fairly, cover costs, build reserves and invest in the future. Without profit, a creative practice can become stressful, fragile and difficult to sustain. How can creatives start setting better boundaries? Start by pausing before saying yes. Check whether the work matches your value, covers your time and materials, and supports your business. Clear boundaries protect your creative energy and reduce burnout. Episode Timecodes 00:00 – Why creatives need to think like a business 00:14 – Protecting your artistic soul while embracing business 00:33 – Seeing creative work as a professional service 00:56 – Serena’s example and the undercharging problem 01:34 – Undercharging, overworking and business reframing 01:52 – Three mindset shifts for creatives 02:37 – Putting value on your work 03:35 – Why profit is not a bad thing 04:19 – Understanding the real costs of creativity 05:29 – Boundaries, discounts and exposure deals 06:34 – Reflecting on how you think about your creative work Related episodes Unpaid Creative Work: Exposure, Boundaries and Fair Pay Financial Boundaries for Creatives Budgeting for Irregular Income Key takeaway Your creative work has value. Profit is not something to be ashamed of. Costs need to be understood, and boundaries need to be protected. A creative business mindset does not take away from your art. It helps your art survive, grow and reach more people in a sustainable way. About the Podcast The I Hate Numbers podcast, presented by Mahmood Reza, helps business owners understand accounting, tax, finance, profit, cash flow and business planning in a practical way. We simplify...

September 13, 20266 min

Budgeting for Irregular Income: Three Simple Steps for Creatives

Budgeting for irregular income can feel difficult when your creative work changes from month to month. One month you may be fully booked, selling commissions, performing in busy venues or finishing a strong run of work. The next month may feel quiet. For artists, freelancers and creative business owners, that income rollercoaster can create stress, uncertainty and financial anxiety. In this episode, we share three simple steps to help you build a budget that fits a creative lifestyle: work out your baseline expenses, build a buffer for slower months, and use a simple flexible budgeting system. About this episode Irregular income is normal for many creatives. Work can arrive in waves. Projects may come in quickly, then slow down. Performances, commissions, client work, funding and seasonal demand can all affect what comes into your bank account. That does not mean budgeting is impossible. It means your budget needs to reflect the reality of your income pattern. In this episode, we focus on a simple approach that helps you understand what you need each month, prepare for quieter periods and keep enough flexibility to enjoy life while staying financially responsible. Why this matters When income is unpredictable, it is easy to feel out of control. You may spend more in a good month, only to feel under pressure when work slows down. A budget gives you a clearer plan. It helps you see what must be covered, what can wait, and what should be put aside for later. Budgeting is not about removing freedom from your creative life. Used well, it gives you more freedom because you know where you stand. “With a little bit of planning, you can make it work for you instead of against you.” Key points from this episode Start with your baseline expenses Your baseline expenses are the essentials you need to cover every month, whether work is busy or quiet. These include things such as rent, food, utilities, internet and the other basics that keep you going. Write them down clearly. Use a notebook, a notes app, a spreadsheet, your bank statements or your credit card statements. The point is to find your monthly survival number. In the episode, we use an example of £1,500 per month. That figure becomes the target you need to cover before anything else. Knowing your baseline gives you a solid foundation. Instead of guessing, you know the minimum amount you need to keep your head above water. Build a buffer for slower months Once you know your baseline, the next step is to build a buffer. A buffer is a financial cushion. It helps you cover quieter months when income slows down. Every business has busier periods and quieter periods, and creative businesses are no different. During stronger months, get into the habit of putting something aside. It might be £50, £100, or another amount that works for you. Small regular amounts build up over time. A useful target is to work towards three months of baseline expenses. If your baseline is £1,500 per month, the target buffer would be £4,500. That may sound difficult, but it does not need to happen overnight. Consistent small steps matter. This links closely with broader cash planning. Our episode on Cash Flow Management Tips gives wider support for building resilience and staying prepared. Use a simple flexible budgeting system A budget should not feel like a straitjacket. It should be a discipline that helps you make better choices. One simple approach is to divide your income into three categories: Essentials: rent, bills, food and the non-negotiables. Fun: things that support your life, energy and creativity. Savings: your buffer, long-term goals, training, equipment, projects or time out. The strength of this system is flexibility. In one month, you may put more towards fun because work has gone well. In another month, you may focus on rebuilding your buffer. The goal is not perfection. The goal is awareness, consistency and control. Why budgeting helps creative confidence When your income is unpredictable, your numbers can feel emotional. A quiet month may feel like failure. A busy month may create a false sense of security. Budgeting helps you see the bigger picture. It separates short-term emotion from practical planning. Once you know your baseline, track your income and understand your buffer, you can make calmer decisions. You can plan your spending, protect your essentials and avoid being surprised by every quiet period. Our episode on Bookkeeping for Small Business is a helpful next step if you want to build the habit of tracking what comes in and what goes out. Your two simple actions There are two practical actions to take from this episode. 1. Work out your baseline Write down your essential monthly expenses. Be honest. Use actual bank and card information where possible, rather than guessing. 2. Start tracking Track your income and expenses regularly. It does not need to be fancy. The important thing is to start connecting with your numbers. Once you know what is coming in and what is going out, your confidence grows and your anxiety can reduce. FAQs How do you budget with irregular income? Start by working out your baseline expenses. Then build a buffer for slower months and use a flexible budgeting system that separates essentials, fun and savings. What are baseline expenses? Baseline expenses are the essential costs you need to cover each month. They usually include rent, food, utilities, internet and other non-negotiable living or business costs. How much should creatives keep as a buffer? A useful target is three months of baseline expenses. This is a practical planning guide, not a fixed rule. Start with small regular amounts and build the buffer over time. Does budgeting restrict creativity? No. A good budget should support creativity, not restrict it. It helps you understand what you can afford, prepare for quiet months and make decisions with less stress. What should creatives track each month? Track what income comes in, what expenses go out, what essentials must be covered, and what amount can be saved towards your buffer or longer-term goals. Episode Timecodes 00:00 – Budgeting when creative income feels like a rollercoaster 00:18 – Why irregular income is common for creatives 00:51 – The three-step budgeting game plan 01:00 – Working out your baseline expenses 01:46 – Using bank statements to find your monthly target 02:05 – Building a buffer for quieter months 02:45 – Saving small amounts during busier months 03:24 – Why consistency matters 03:43 – Using a simple flexible budget 04:00 – Essentials, fun and savings 04:59 – Two practical actions to take next 05:38 – Budgetwhizz and planning support Related episodes Cash Flow Management Tips for Small Businesses Build Your Cash Flow with a Spreadsheet Bookkeeping for Small Business: Your Numbers Tell a Story Key takeaway Budgeting for irregular income does not need to be a headache. Start with your baseline expenses, build a buffer for quieter months, and use a simple flexible system that allows for essentials, fun and savings. With the right habits and the right tools, you can feel more in control and give yourself more freedom to focus on the creative work you love. About the Podcast The I Hate Numbers podcast, presented by Mahmood Reza, helps business owners understand accounting, tax, finance, profit, cash flow and business planning in a practical way. We simplify financial topics so you can make better decisions and feel more confident with your numbers. You can also watch more practical finance and tax support on the I Hate Numbers YouTube channel , or listen and follow on Apple Podcasts . Further Support Budgetwhizz: https://www.ihatenumbers.co.uk/budgetwhizz/ Xero support: https://numbersknowhow.co.uk/xero-accounting/ Book: https://www.ihatenumbers.co.uk/i-hate-numbers-book/ Podcast: https://www.ihatenumbers.co.uk/i-hate-numbers-podcast/ Website: https://www.ihatenumbers.co.uk

September 6, 20265 min

Financial Boundaries for Creatives: Separate Accounts, Track Income and Pay Yourself

Financial boundaries for creatives help protect your time, your energy and your income. When personal and business money blur together, it becomes harder to see whether your creative business is profitable, sustainable or heading in the right direction. In this episode, we look at three practical steps that can help freelancers, artists and creative business owners take more control: creating a dedicated account, tracking income and expenses, and paying yourself on a regular basis. About this episode Running a creative business means more than doing creative work. You also need a clear way to manage the money that comes in and goes out. In this episode, we focus on financial boundaries. That means separating your personal life from your business activity, so you can see what is really happening with your creative income, expenses and profit. This is not about creating a complicated legal structure. It is about building a practical mindset. If you are self-employed, freelancing or running your creative activity as an individual, it helps to see the business as something separate from you personally. That distinction makes your decisions clearer and your numbers easier to understand. Why this matters If you are constantly dipping into personal savings to cover business expenses, it becomes difficult to know whether your work is financially viable. You may be paying for rent, venue hire, materials, supplies, software, travel or project costs. If all of that mixes with your personal spending, your bank balance may tell you very little about your actual business performance. Profit matters. It is not something to apologise for. Profit helps your creative business survive, sustain itself, grow, and keep delivering the reason you started in the first place. “Profit is not a dirty word.” Key points from this episode Separate your business money A dedicated account for your creative income gives you a clearer picture of what is happening. Every payment you receive for your creative work should ideally go into that account. Every expense connected to the business should come out of it. That simple separation helps you put your business hat on and look at your activity more clearly. This does not have to mean choosing an expensive account. The point is to create separation, reduce confusion and make your business activity easier to review. Track your income and expenses regularly Tracking does not need to be complicated. You can use accounting software, a spreadsheet, a notebook, or another simple system that helps you record what is coming in and what is going out. The key is consistency. If you cannot say, with reasonable confidence, what you are spending, what you are earning, and whether you are making a profit, it becomes harder to make good decisions. Our episode on Bookkeeping for Small Business is a useful next step if you want to understand how regular records help you read the story behind your numbers. Pay yourself regularly Paying yourself may feel difficult when creative income is irregular. However, even a modest regular amount can change how you relate to your business. It reinforces the idea that your creative work is professional work. It also gives you a clearer separation between business money and personal money. This does not mean taking money that is not there. It means building a habit, subject to the cash being available, where you treat your creative business with the same seriousness as any other business. Why blurred finances create confusion When personal and business finances sit in the same place, you can easily lose sight of what is really going on. Your business may look healthy because there is money in the account, but that money may be needed for rent, materials, tax, software, suppliers or future projects. Equally, you may feel anxious about your finances because personal spending and business spending are mixed together. Clear boundaries help you ask better questions: Is the business generating income? Are the costs under control? Is the work profitable? Can I pay myself? What decisions do I need to make next? That clarity links directly to profit. Our episode on What Is Profit? explains why profit is essential for survival, confidence and future growth. Three steps to start setting financial boundaries 1. Open a dedicated account Create a separate place for your creative income and expenses. It may be a separate business account, a separate branch of your existing banking setup, or another dedicated account that gives you a clear split. 2. Record what comes in and goes out Use a system you can keep up with. Xero, a spreadsheet, a notebook or another simple tool can all work if you use them consistently. 3. Pay yourself when cash allows Set a regular amount where possible. This helps you treat your creative business as a professional business and reduces the demotivation that can come from never seeing a direct reward for your work. FAQs What are financial boundaries for creatives? Financial boundaries for creatives are simple money rules that separate personal finances from business activity. They help you protect your income, track your costs, understand profit and make clearer decisions. Do creatives need a separate bank account? A separate account makes it easier to see what belongs to the business. It reduces confusion and helps you review creative income, expenses and cash flow more clearly. How should creatives track income and expenses? You can use accounting software, a spreadsheet, a notebook or another simple system. The tool matters less than the habit. The important thing is to track consistently. Why is paying yourself important? Paying yourself reinforces that your creative work is professional work. Even a modest regular amount, where cash allows, helps you treat your creative activity as a serious business. What happens when personal and business finances mix? It becomes harder to know whether your creative business is profitable, whether costs are under control, and whether the business can support you. Clear separation gives you better information. Episode Timecodes 00:00 – Why financial boundaries matter for creatives 00:27 – Taking control of your creative business 00:43 – Seeing yourself as the employee of your own business 01:20 – Why blurred finances create chaos 02:03 – Three steps to set financial boundaries 02:33 – Opening a dedicated account for creative income 02:51 – Tracking income and expenses regularly 03:11 – Paying yourself a consistent amount 04:10 – Using systems like Xero, spreadsheets or notebooks 04:33 – Consistency and treating your creative work as a business Related episodes Bookkeeping for Small Business: Your Numbers Tell a Story Getting Paid on Time: Practical Steps to Protect Your Cashflow Ignoring Your Numbers Is Killing Your Creative Business Key takeaway Financial boundaries do not need to be complicated. Start with one clear step. Open a dedicated account, track what comes in and goes out, and build the habit of paying yourself when cash allows. These simple changes can make your personal and business finances less blurred, help you understand profit more clearly, and give you better control over your creative business. About the Podcast The I Hate Numbers podcast, presented by Mahmood Reza, helps business owners understand accounting, tax, finance, profit, cash flow and business planning in a practical way. We simplify financial topics so you can make better decisions and feel more confident with your numbers. You can also watch more practical finance and tax support on the I Hate Numbers YouTube channel , or listen and follow on Apple Podcasts . Further Support Xero support: https://numbersknowhow.co.uk/xero-accounting/ Contact us: https://www.ihatenumbers.co.uk/contact-us/ Book: https://www.ihatenumbers.co.uk/i-hate-numbers-book/ Podcast: https://www.ihatenumbers.co.uk/i-hate-numbers-podcast/ Website: https://www.ihatenumbers.co.uk

August 30, 20265 min

Creative Business Setbacks: Using the Grief Cycle to Adapt and Grow

Creative business setbacks can feel deeply personal. Losing a client, seeing a project fail, struggling with cash flow, facing lower bookings or watching your industry change can all create an emotional reaction. In this episode, we use the Kubler-Ross grief cycle as a practical business lens for freelancers, artists and creative business owners. The aim is not to treat business setbacks as medical grief, but to help you recognise emotional stages such as denial, anger, bargaining, self-doubt and acceptance, so you can adapt and keep moving forward. About this episode The Kubler-Ross grief cycle was originally used to describe emotional stages after loss. In this episode, we apply that model to the creative business journey. For creatives, setbacks often carry extra emotional weight. Your work is personal. Your ideas, skills and reputation are tied closely to what you create. When a client leaves, a commission is cancelled, funding disappears, or your market changes, it can feel like a rejection of you as well as the work. We break the grief cycle down stage by stage, using creative examples, so you can recognise what is happening, avoid getting stuck, and respond with clearer action. Why this matters Running a creative business is not only about talent. It is also about resilience, adaptability and financial awareness. If you ignore a setback, it can delay action. If you stay angry, it can drain your energy. If you bargain your worth away, it can damage your income. If self-doubt takes over, it can stop you from seeing the next step. Recognising these stages helps you respond instead of react. It gives you a way to pause, understand what you are feeling, and choose a practical way forward. “The key takeaway, don’t get stuck. Keep moving forward, learn, adapt, and grow.” Key points from this episode Denial can delay action Denial is often the first reaction when something goes wrong. You may tell yourself that a cancelled commission is just a one-off, that work will pick up soon, or that nothing really needs to change. That reaction is understandable, but it can be risky. If your industry is shifting, your audience is changing, or your income stream is weakening, waiting too long can make the problem worse. The sooner we recognise reality, the sooner we can adapt. That might mean exploring digital platforms, testing new revenue streams, changing how we showcase work, or reviewing where clients are coming from. Anger can be useful if it is channelled Creative work is personal. When your business is disrupted, it can feel like a personal attack. A musician earning very little through streaming platforms may understandably feel frustrated. An artist dealing with a cancelled project may feel unfairly treated. That anger is real, but staying there too long can lead to burnout and emotional strain. Used well, anger can drive change. It can push you to rethink how you distribute work, raise awareness, improve your offer, or take more control of your creative business model. Bargaining can lead to poor decisions Bargaining is the “what if I try this?” stage. For a freelance photographer, that may mean dropping prices when bookings fall. For a performer, it may mean accepting unpaid work because it promises profile or exposure. Sometimes a change in offer or pricing may be sensible. However, if you bargain away your worth without a clear strategy, you can end up exhausted with very little financial gain. This connects closely with how we think about unpaid creative work. Our episode on Getting Paid on Time is a useful next step if you want to protect your income and payment habits. Self-doubt does not mean failure The low point of the cycle can be difficult. A theatre company that loses funding may feel defeated. A designer with no clients may start questioning their career. A creative business owner may wonder whether they are good enough. That does not mean you have failed. It means something needs attention. Taking a step back, seeking mentorship, reviewing your numbers, exploring new income streams and asking for support can help you move from self-doubt into action. Our episode on How to cope with business failure gives wider support for handling business setbacks without letting them define you. Acceptance means adapting, not giving up Acceptance does not mean you agree with everything that has happened. It does not mean giving up either. It means recognising the reality of your situation and choosing your next move. An independent filmmaker may test short-form content. A painter may explore digital commissions. A creative business owner may rethink how people consume, buy or engage with their work. Creativity is about adaptability. Once we accept what has changed, we can look for new paths instead of staying stuck in old assumptions. How creatives can use the grief cycle in business The grief cycle gives you a way to name what may be happening emotionally during business change. Ask yourself: Am I ignoring something I need to face? Am I angry, and can I channel that into useful action? Am I discounting, overworking or bargaining away my value? Am I stuck in self-doubt instead of asking for help? Have I accepted what has changed, and what can I do next? These questions do not remove the difficulty, but they help you move through it with more awareness. FAQs What is the grief cycle in business? The grief cycle in business is a way of understanding emotional reactions to change, loss or setbacks. In a creative business, this might include losing a client, cancelled funding, lower bookings, a failed project or changes in how your audience buys creative work. How does denial affect a creative business? Denial can stop you from acting early. You may ignore lost income, changes in the market or signs that your current approach is no longer working. Recognising reality sooner gives you more time to adapt. Why do creative setbacks feel so personal? Creative work is often tied to identity, skill and personal expression. When a project fails or a client leaves, it can feel like a rejection of you as well as the work. That is why emotional awareness matters. What should creatives avoid during the bargaining stage? Avoid automatically lowering prices, accepting unpaid work or overpromising just to replace lost work quickly. Adaptation can be useful, but it should not come at the cost of your value, energy or financial stability. What does acceptance mean in a creative business? Acceptance means recognising what has changed and choosing a practical response. It may involve new platforms, different services, fresh income streams, collaboration, financial planning or a new way of reaching your audience. Episode Timecodes 00:00 – The grief cycle and creative business 00:30 – How the model applies beyond personal loss 01:00 – Business setbacks that trigger emotional reactions 01:20 – Denial and the danger of delaying action 02:00 – Anger, frustration and creative disruption 02:50 – Bargaining, discounting and undervaluing your work 03:38 – Self-doubt after business setbacks 04:13 – Acceptance, adaptation and new creative paths 04:50 – Learning, adapting and moving forward 05:19 – Community, resources and financial planning support Related episodes Closing Your Business: Managing the Emotional Impact How to cope with business failure Business distress: How to manage it Key takeaway Creative business setbacks can be painful, but they do not have to keep you stuck. Recognising the emotional stages of denial, anger, bargaining, self-doubt and acceptance can help you respond more clearly. You may not be able to control everything happening around you, but you can choose how you react, adapt and move forward. Stay resilient, stay creative, and keep turning passion into profit. About the Podcast The I Hate Numbers podcast, presented by Mahmood Reza, helps business owners understand accounting, tax, finance, profit, cash flow and business planning in a practical way. We simplify financial topics so you can make better decisions and feel more confident with your numbers. You can also watch more practical finance and tax support on the I Hate Numbers YouTube channel , or listen and follow on Apple Podcasts . Further Support Book: https://www.ihatenumbers.co.uk/i-hate-numbers-book/ Podcast: <a href="https://www.ihatenumbers.co.uk/i-hate-numbers-podcast/" rel="noopener noreferrer"...

August 23, 202610 min

Unpaid Creative Work: Exposure, Boundaries and Fair Pay

Unpaid creative work can feel tempting when the offer promises exposure, portfolio-building, collaboration or a chance to support a cause you care about. However, working for free as a creative can also damage your cash flow, weaken your boundaries, devalue your skills and make it harder to earn fair pay. This episode helps artists, writers, musicians, designers and creative business owners decide when free work may be a useful strategy, and when it is time to say no with confidence. About this episode Working for free is not always a simple yes or no decision. There are times when unpaid creative work can help you build your reputation, reach the right audience, develop your portfolio or take part in something meaningful. There are also times when it becomes harmful. If free work leaves you drained, underpaid, pressured or unable to invest in your creative practice, it stops being a smart decision and starts becoming a problem. We look at the pros, the cons and the middle ground, so you can make a clear decision based on value, boundaries and your creative business journey. Why this matters Your creativity has value. Your time, talent, skills, experience and ideas are not free resources for other people to use without thought. At the same time, not every useful opportunity pays immediately. Some projects may help you build credibility, test a new direction, support a cause you care about or work with people you admire. The key is knowing the difference between a strategic choice and being taken advantage of. Free work should move you towards something useful. It should not become a habit that damages your confidence, your income or your future ability to charge properly. “Free is a strategy, not a habit.” Key points from this episode Exposure is not always enough Exposure is one of the most common reasons creatives are asked to work for free. You may be told that lots of people will see your work, that it could lead to future opportunities, or that it will help you showcase your talent. Sometimes that may be true. If the opportunity puts your work in front of the right audience, people who may commission you, hire you, recommend you or become part of your community, it may be worth considering. However, exposure should be a stepping stone to something useful. It should not be treated as the whole reward. Portfolio-building can be useful, but only for a time At the start of your creative career, or when you are changing direction, unpaid work may help you build examples, case studies, testimonials and confidence. This can be useful when you are testing a new audience, developing a new skill or moving into a different creative format. The important point is that portfolio-building should be limited and intentional. Free work should help you move towards paid work, not become a permanent replacement for it. Passion projects can still have value Not every reward has to be financial. Sometimes you may choose to say yes because the project matters to you. It may be a charity, a community project, a friend’s initiative, or a chance to collaborate with other artists you admire. If the project gives you joy, creative freedom or a meaningful connection, that can be a valid form of value. The test is simple: passion projects should feel exciting, not exhausting. Your bills are not paid in exposure There are strong reasons to say no to unpaid creative work. Rent, groceries, materials, travel costs, software, equipment and business expenses need real money. When you work for free too often, you may lose time that could have been spent prospecting, building paid work, improving your skills or strengthening your business. If unpaid work starts affecting your cash flow, wellbeing or growth, it is no longer supporting your creative business. Our episode on Getting Paid on Time is a useful next step if you want to protect your income and customer payment habits. Free work can devalue creative skills When organisations or individuals can afford to pay but still expect creative work for nothing, there is a bigger issue. Agreeing too quickly can send the message that creative work is not worth paying for. It can also make it harder for other artists, writers, musicians and creatives who are trying to earn a living. This does not mean you should never work for free. It means the decision should be deliberate, strategic and fair. Too many unpaid projects can lead to burnout Saying yes to too many unpaid projects can leave you tired, resentful and disconnected from the passion that brought you into creative work in the first place. Creativity should energise you. If free work is leaving you exhausted, pressured or taken for granted, that is a warning sign. Questions to ask before saying yes Is there a real benefit? Ask whether the exposure is genuine. Is this really a new audience? Is it an audience you want to reach? Will it help you build your portfolio, gain a testimonial, support a cause or develop a skill? This is not about having a negative mindset. It is about thinking clearly before giving away your time, talent and creative energy. Are you agreeing on your own terms? If you choose to offer your work freely because it excites you, that is one thing. If you are saying yes because you feel pressured, flattered, guilty or awkward, pause before committing. The choice should be yours. You are in the driving seat. Can they afford to pay? If someone is making money from your work, they should normally have a budget for it. Charity projects, tiny community projects and genuine collaborations may be different. Big brands, profitable businesses and organisations using your skills for commercial gain should not expect creative work for nothing. Are you setting a precedent? Once you start working for free, it can be harder to ask for payment next time. The same applies to discounts. Think about the long-term relationship you are creating. If you decide to offer your work for free or at a discount, make the normal value clear so the other person understands what they have received. This links closely to avoiding confusion around value, billing and payment terms. Our episode on Billing Mistakes is useful if you want to avoid payment delays and make the value of your work clearer. What does your gut feeling say? If something feels off, pay attention. Your instincts are there to help you. If you feel uneasy before the work starts, that may be a sign to say no, ask more questions or set clearer terms. How to say no without burning bridges Saying no can feel awkward, especially when you are early in your creative business journey. It can still feel difficult years later. Professional does not mean rude. You can decline politely and firmly without giving a long explanation. Here is a simple script you can adapt: “Thank you so much for thinking of me. I’d love to collaborate, but unfortunately, I can’t commit to unpaid projects at the moment. If you’ve got a budget available in the future, I’d be happy to chat.” This is short, clear and respectful. You do not owe anyone a long explanation, and you do not owe anyone your time for nothing. FAQs Is unpaid creative work always a bad idea? No. Unpaid creative work can make sense when it supports your goals, builds your portfolio, connects you with the right audience, supports a cause you care about or gives you meaningful creative value. When should creatives say no to free work? Say no when the project does not benefit you, when the person or organisation can afford to pay, when you feel pressured, when it drains your time, or when it creates a bad precedent for future paid work. Is exposure a fair payment for creative work? Exposure can be useful if it reaches the right people and leads somewhere practical. However, exposure alone does not pay your bills and should not be treated as a full substitute for fair pay. How can I protect the value of my creative work? Be clear about your normal fee, set boundaries, avoid automatic yeses, and think about the long-term relationship you are creating. If you offer a discount or work for free, make the value visible. What is the best rule for working for free? Free work should be a strategy, not a habit. Use it only when it genuinely supports your creative business journey, your passion and your profit. Episode Timecodes 00:00 – The question of working for free 01:00 – Exposure and when visibility may help 02:00 – Portfolio-building, testimonials and passion projects 03:00 – Why exposure does not pay the bills 04:00 – Devaluing creative work and the risk of burnout 05:00 – Questions to ask before saying yes 06:00 – Pressure, boundaries and whether they can afford to pay 07:00 – Setting a precedent and showing the value of your work 08:00 – Saying no politely and professionally 09:00 – Free work as a strategy, not a habit Related episodes Getting Paid on Time Billing Mistakes: Tips to Avoid Payment Delays <a...

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