How to find business success in a niche market

Meet the business owners working to find customers who share their passions.

By Julie Lee. Photography: Mark Lehn, Shannon Richmond and Jane McCormack.

  • As one of only a few vinyl-pressing plants in Australia, Suitcase Records has pressed records for artists like Jimmy Barnes since launching in 2022. 
  • Gawura Cultural Immersions has evolved from a family dance group into an organisation that provides cultural education and training for schools, government and businesses. 
  • A former Royal Australian Air Force engineer launched skincare business Indira Organics in 2019 when she couldn’t find anything that met her standards. 
  • Mastering your cash flow early, being adaptable, and separating personal and business finances can help you thrive as a small business owner.

Pressing vinyl in a digital world 

Neil Wilson and his wife, Kathy, have always been music lovers but it was a desire for a career change that drove them to launch vinyl-pressing business Suitcase Records. Since 2022, they’ve pressed records for artists ranging from Jimmy Barnes and John Butler to pop-rock group Lime Cordiale. 

Super niche can be good 

“We’re one of only a few vinyl-pressing plants in Australia and we’re the only company using a low-carbon compound, which is a big seller for us. We’ve done Paul Kelly’s last two releases on low carbon. There’s a growing demand for it these days.” 

Be realistic about growth 

“The majority of records are imported so when we started, it was really hard to get market intel and scaling was slower than we thought. Our projections were correct in terms of operating costs but the turnover was slower. It took two years to get to where we thought we’d be after six months.” 

It’s okay to refine the vision 

“When we started, we just wanted to press music for independent artists. We didn’t want to deal with the major labels. But we quickly worked out that if we didn’t do that, we were going to go broke. It turns out that by pressing locally, the major labels are actually allowing us to look after those independent artists, too. The vision hasn’t really changed but our understanding of what we do has.” 

My biggest lesson

“It’s important to define what success is for you. If you define it based on someone else’s expectations, you’re never going to feel like you’ve achieved it. Now we measure it in a number of ways – financial success is obviously important but it can also be looking after a little artist doing 100 records.” 

Turning lived experience into immersive learning 

Stuart McMinn is a Dharug and Gubbi Gubbi man and the owner and lead cultural facilitator of Gawura Cultural Immersions. What began as a family dance group has evolved into an organisation that provides cultural education and training for schools, government and businesses through song, dance and workshops. 

Meaningful experiences lead to understanding 

“Over the past 20 years, we’ve been travelling and cultivating cultural frameworks and a theory of knowledge to share the depth and wisdom of First Nations culture. Providing immersive experiences – where we go beyond just historical colonial education and instead immerse people and give them deep cultural experiences – enables people to have an understanding of First Nations culture.” 

Knowledge sharing goes two ways 

“Our company is all about making learning accessible and deepening people’s appreciation of First Nations culture. Through understanding Western business practices, we’re able to guide non-Aboriginal organisations on how to embed First Nations frameworks, knowledge and policy into their businesses.” 

Let other businesses help you 

“You need to place trust in others to grow. CommBank, for example, has been phenomenal. The staff I work with have looked at my presentations in the past and said, ‘Will you accept some tips?’ and they’ve helped me lift my game. Those partnerships have been amazing for business growth. They also ensure we’re able to provide scholarships to First Nations students to help them gain better access to education, reconnection and for their revitalisation of cultural practice.” 

My biggest lesson

“I’ve realised how important business frameworks are. The best advice I ever received was not just to get my frameworks right but to be able to explain them clearly to others. That means having glossy brochures, accessible resources, a nice website. It means investing in getting your business out there – all those little things add up.” 

Going from veteran to skincare founder 

It may not seem like an obvious career pivot but when Cherie-Ann Borghouts’ youngest son was diagnosed with a severe peanut allergy, the engineer with the Royal Australian Air Force went looking for organic skincare products. Unable to find anything that met her standards, she decided to make her own, launching Indira Organics in 2019. 

Find your ideal size 

“I don’t want Indira Organics to be a multimillion-dollar business; I’ve come to appreciate that ‘boutique’ is where it is at for me. There’s so much competition in the marketplace for cosmetics, you either need something truly different or a big budget to get your brand seen. I don’t have the budget to really saturate the market so my middle ground is to stay boutique: focus on quality, offer excellent service and keep it personal. For me, small is better.” 

Stay true to your principles 

“I subscribe to the butterfly effect theory – if you’re doing something small with integrity, the span of influence can be significant. I put myself in the consumer’s shoes and think about what type of product I would expect if I was handing over a $100 bill. That’s what drives me.” 

Take it slow 

“To be impulsive is to be destructive. You have to be mindful of all the messaging you’re receiving and then sit with it to make the right decision. Use the people you trust to confirm the best path forward.” 

My biggest lesson

“I’ve learnt to trust my instincts. In the beginning, I wanted to grow the business and take on the world but then we had a number of hiccups. Every time I tried to expand, something didn’t quite work out. I took that as a sign and am now satisfied that I’m increasingly reaching the people we want to reach – with considered growth – and I don’t have to sell my soul in the process.” 

Three tips for niche small business owners 

CommBank business banker Pawan Sandhu offers this advice:  

  • Master your cash flow early. Cash flow is the lifeblood of any small business but especially for niche ventures where customer bases may be smaller or seasonal. Tools like Cash flow view in the CommBank app and the cash-flow forecast guide are excellent resources to help business owners understand their operating cycle and calculate financing gaps. 
  • Stay focused but flexible. A niche business thrives on specialisation. Define your unique value proposition clearly and build your brand around it. But don’t be afraid to evolve – customer needs shift and your niche may need to adapt. 
  • Separate personal and business. This is a simple but often overlooked tip. Keeping finances separate not only simplifies tax time but also helps you track profitability and manage risk. 

 

CommBank Yello for Business  

CommBank Yello for Business rewards eligible business customers with great offers and discounts on everyday costs like tech, energy bills and legal services. “It’s not just a recognition program – it’s a cost-saving tool,” says Sandhu. “By simply banking as usual and staying eligible, you can unlock hundreds or even thousands of dollars in savings annually.”

To find out more, log in to your CommBank app, switch to your business profile and tap CBA Yello. 

Explore CommBank Business Masterclass

To learn more about cash flow, visit CommBank Business Masterclass for quick lessons you can watch any time.

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Published: 21 January 2026

Things you should know

An earlier version of this article was published in Brighter magazine.

This article provides general information of an educational nature only. It does not have regard to the financial situation or needs of any reader and must not be relied upon as personal financial product advice. The views expressed by contributors are their own and don’t necessarily reflect the views of CBA. As the information has been provided without considering your objectives, financial situation or needs, you should, before acting on this information, consider what is appropriate for your circumstances, and where appropriate, consider the relevant Target Market Determination, Product Disclosure Statement and Terms and Conditions available on our website. You should also consider whether seeking independent professional legal, tax and financial advice is necessary. Every effort has been taken to ensure the information was correct as at the time of publishing but it may be subject to change. No part of the editorial contents may be reproduced or copied in any form without the prior permission and acknowledgement of CBA.