Practice acquisition, goodwill finance, technology investment, and fit-out capital for accounting, legal, financial planning, and consulting firms. We understand how lenders assess professional service revenue — and how to present it correctly.
Professional practices derive most of their value from client relationships, recurring fee arrangements, and the reputation of key practitioners — not tangible assets. Most lenders struggle to assess this. We frame goodwill correctly, with a retention risk analysis that supports the credit decision.
Professional firms often operate through partnerships, professional corporations, or discretionary trusts. Income flows, distributions, and serviceability calculations require careful structuring for lender presentation.
A practice where three clients represent 60% of revenue will trigger concern at a generalist lender. We address concentration risk proactively — with client tenure data, fee agreement terms, and contract structures that contextualise the exposure.
Advisory revenue mixes recurring retainers with project-based engagements. Lenders that understand annuity-style income value it correctly. Those that don't can understate serviceability significantly. We select lenders who get this right.
Purchasing an accounting practice, law firm, financial planning book, or consulting business. Full credit narrative built around client retention risk, fee quality, and the acquirer's track record.
Finance specifically for the intangible component of a practice acquisition — client lists, referral relationships, and established brand. Structured to reflect the actual revenue risk profile, not a simple percentage of the purchase price.
Buying out a retiring partner or restructuring equity in an existing practice. We manage the credit submission alongside the legal and structural changes — keeping the timeline aligned.
Refurbishing offices, moving to new premises, or creating a client-facing environment that reflects your firm's positioning. Structured to match your lease term and depreciation strategy.
Practice management platforms, legal technology, financial planning software, and IT infrastructure upgrades. 2–5 year terms matched to technology refresh cycles.
Bridge the gap between work-in-progress and debtor collection. Particularly useful for firms with extended payment terms or project-based billing that creates uneven cash flow.
We understand how lenders assess professional service firms — the revenue quality, intangible asset value, and credit narrative that makes the difference between approval and committee referral.
Confidential · No Credit Impact
