Thursday, September 10, 2026
82% of small business owners are confident about growth — but 53% say a lack of customer demand is their biggest obstacle right now. Here's the framework to tell which one you're building.
Net -9% of small business owners reported higher sales last month. Net -19% reported higher profits. That gap is not noise — it is the story. NFIB's Small Business Economic Trends survey for August 2026, released 8 September 2026, shows profit trends falling more than twice as fast as sales trends across the US small business economy. If your top line looks steady and your bank balance still feels tight, this is almost certainly why.
Most owners treat revenue as the health check for the business. It's the number on the bank statement, the number in the CRM, the number a bookkeeper reports first. It is also, according to NFIB's latest data, the wrong number to watch right now.
A net 31% of small business owners raised their prices in August — they did exactly what the textbooks recommend when costs rise. Profit trends fell anyway, and fell faster than sales did. Inflation concerns climbed to 16% of owners citing it as their top problem, tied with taxes for the top spot (NFIB SBET, August 2026). Pricing power alone isn't closing the gap. Something underneath the price increase — the real, line-by-line cost structure of the business — is moving faster than the price rise can cover.
This is the enemy: not a demand problem, not a sales team problem, but a blended-number problem. When you manage the business off one number — revenue, or even "gross profit" as a single lump — you cannot see which specific cost is eating the increase you just fought to win.
Here is the three-step check Kevin runs with every client who says "sales are fine, but I don't know where the money's going."
1. Chart your sales trend against your gross margin percentage — not gross margin dollars — for the last two quarters, side by side. If margin percentage is falling while sales are flat or growing, you have a Profit Lag. Most accounting software can produce this in minutes; most owners have never looked at it this way.
2. Test your price increases against your real input costs, line by line, not blended. A price rise that covers your average cost increase can still leave you exposed on your three or four highest-volume inputs — the ones actually driving the erosion.
3. Rank your costs by rate of change, not by size. The line item growing fastest — a freight surcharge, a subcontractor rate, a platform fee — is usually the leak, even when it's nowhere near your biggest expense.
"Kevin is an absolute powerhouse! He doubled our business's profits in the first month alone with lots more of his recommendations still to be rolled out."
— Curtis Hacon, Give A Sh!t
Almost every owner Kevin sits down with already knows, in general terms, that costs have crept up. What they don't have is a system that isolates margin by product line, service line, or customer segment on a rolling basis — so they manage on instinct and a single blended P and L instead. The other blocker is sequencing: pricing decisions, supplier renegotiations, and product-mix changes all get made in isolation, by whoever is closest to the fire that week, instead of through one accountable weekly review.
This is also where Simple-Growth's role has a boundary. Building the cost structure itself — the chart of accounts, the job costing, the line-item bookkeeping — is accounting and bookkeeping work, and it deserves a specialist. If you don't already have a management accountant or a strong Xero advisor doing this for you, Chartered Accountants ANZ and the Xero advisor network are good places to start. What Simple-Growth does is turn that data, once you have it, into the weekly decisions and accountability structure that actually move the margin — which is where the Simple-Growth System™ comes in.
Pull your gross margin percentage trend for the last six months — not just this month's number. Identify your three fastest-rising cost lines, regardless of size. And ask, honestly, whether your last price increase was set by looking at real input costs or by guessing at what the market would tolerate.
If your sales look fine and something still feels off, Kevin can help you find your Profit Lag before it costs you another quarter.
...and you become the owner who sees where your margin is leaking while there is still time to fix it.