Finance practice acquisitions, goodwill, fit-outs, technology, partner buy-ins and working capital for accounting, legal, consulting and financial services firms.
Initial discussion and assessment only. A formal lender enquiry occurs only with your consent.
A professional services buyer had agreed terms and a fixed settlement date. We packaged the recurring revenue and acquisition structure for a specialist lender, securing the facility before the deadline.
Fund goodwill, client books, equipment and approved transaction costs.
Structure staged ownership changes and refinance existing commitments.
Finance premises, systems, cyber security and productivity investments.
Professional-services finance often relies on recurring fees, client retention, principal experience and the transferability of goodwill. Lenders will test whether revenue remains after a vendor or partner exits.
Clear succession, restraint and transition arrangements can be as important as the historical accounts.
Use asset finance for productive equipment with a multi-year useful life. Use working capital for a measurable timing gap. Use invoice finance where eligible B2B receivables are the main source of delay. Acquisitions and property require a broader structure and more due diligence.
We organise the information, test lender fit and keep the process moving.
Tell us what the money is for, the amount required, timing, turnover and any existing facilities.
We check cash flow, bank conduct, security and documents before choosing a sensible lender option.
We present the purpose, numbers and risks clearly so the lender can assess the deal without avoidable gaps.
We explain the structure, total cost, conditions and trade-offs before you decide whether to proceed.
Options may exist, but lenders usually require stronger owner experience, equity, security or contracts because there is less trading evidence.
Often yes, subject to asset age, condition, valuation and the lender’s remaining-useful-life policy.
Not automatically. Lenders assess the amount, cause, compliance with the plan and whether the new debt improves or worsens the position.
Start with identification, business bank statements, financial statements, debt schedule and evidence of the purchase, contract or cash flow need.
Tell us what you are funding, the amount required and the timing. We will explain the realistic options before you choose whether to proceed.