“No Two Days Are the Same”: Q&A with Nash Chance

“No two days are the same, which is a big part of why I love the job so much.”
Nash Chance

Like many in the profession, Jirsch Sutherland Manager Nash Chance didn’t plan on a career in insolvency – he fell into it. What has kept him in the industry is not just the variety of work, but also the human side: the empathy and compassion needed when helping people whose lives and livelihoods are on the line. From preserving jobs at a regional mining company to handling the quirkiest of cases, Nash shares insights into his career journey and what inspires him both inside and outside the office.

Many people say they “fall into” insolvency rather than planning it – was that the case for you?

Very much so. I was working as a data analyst for a cancer charity during uni, which went through a restructure. I reached out to a recruiter, had an interview that afternoon and was offered the job on the spot – without knowing a thing about the industry or what I was going into.

What drew you in, and what skills from earlier roles have helped you most?

At the charity, I often spoke to people who had just lost loved ones, which required empathy and compassion. That transfers directly to insolvency, where you’re dealing with people on what can be the worst day of their life – whether it’s losing a job, a business or the family home. I also come from a family of small business owners (my Dad owned various hospitality establishments, and my mum owned a local bag and travel shop in the NSW Southern Highlands), so I understand the pressures they face.

What does your role involve on a day-to-day basis?

No two days are the same, which is a big part of why I love the job so much. I might be at my desk working on a forensic accounting matter one day, in Court the next, and later that week out on site securing assets. Jirsch is very solutions-oriented – instead of getting bogged down in problems, we look for solutions and put them into practice.

You recently moved to Melbourne with the firm – how has that been?

Still getting used to the cold! But it’s been great to gain a fresh perspective through the Melbourne team, while still working on matters that reflect national trends – especially in construction and hospitality, which are really struggling.

Are you seeing other trends at the moment?

Yes, particularly in hospitality where businesses of all sizes are failing, and I’ve also a noticeable uptick in agricultural companies under stress. We’re also seeing legacy COVID debt catch up with businesses, with the ATO now pursuing collection.

Can you share a recent matter that was especially rewarding?

I worked on the going concern sale of a craft brewery in Sydney, which preserved all jobs and entitlements. Another highlight was a mining services company in regional NSW where a Deed of Company Arrangement (DOCA) saved about 80 jobs. The company continues to trade today.

And the most challenging?

A failed construction company in NSW with defect claims totalling over $30 million, affecting around 200 homeowners. We were appointed on Boxing Day, with skeleton staff, facing an avalanche of upset homeowners – some of whom were even locked out of their properties.

What’s the quirkiest matter you’ve worked on?

A hoarder’s house filled to the brim with acrylic cut-outs of characters – the director was convinced they were worth thousands, but they weren’t. We tried to help the family by having someone come in and clear the house out, but the owner wouldn’t allow it, so we had to abandon it.

I also dealt with four million syringes bought at the height of COVID-19, stored in San Francisco. The market collapsed, and we had to leave them behind.

Insolvency often requires balancing technical expertise with empathy. How do you approach that?

My time at the cancer charity taught me perspective – if you don’t have your health, you don’t have anything. The best practitioners simplify complex issues when speaking externally without exposing all the technical detail. That’s a skill I’m still working on.

What sets Jirsch Sutherland apart from other firms?

The genuine care for its people, supporting staff on a personal level. They supported my move to Melbourne, and both the Sydney and Melbourne offices feel more like going to school than a desk job. Everyone gets on well and enjoys a laugh, but we all knuckle down to get the work done.

Any mentors who’ve influenced your career?

[Jirsch Sutherland Partner] Pete Moore was pivotal. Early in my career, I hadn’t worked with many younger IPs, and learning from Pete at that time was invaluable. It’s a great team across the Sydney and Melbourne offices.

Looking ahead, what are your goals?

To undertake ARITA next year and, hopefully, become a liquidator soon after.

If you weren’t in insolvency, what might you have pursued instead?

I have a degree in Mathematics and probably would have gone down that path – which would have been a mistake. I love the people side of insolvency; it’s not a traditional accounting role – there’s a lot of writing and a lot less time in spreadsheets than many think.

What do you enjoy most outside of work?

I’ve always loved cricket, growing up in the birthplace of Don Bradman. I recently joined Woodend Cricket Club. I also love cooking, thanks to my dad who was a chef, and exploring Melbourne’s restaurant scene with my fiancée Cait.

Any final insights?

I’d recommend insolvency to anyone considering a unique accounting career. It’s such a unique industry, and you’re exposed to such a broad range of work.