Managed IT services · 7 years trading
$500,000
Called on the 29th. Funded before payroll.
A managed IT services business, seven years trading and currently loss-making,
called us on the 29th of the month. Invoices they had been counting on hadn't
landed, and wages plus month-end bills were due within days. The ask was $500,000
against a hard deadline, from a business most lenders would decline on the P&L
alone.
We structured it as an overdraft rather than a term loan, because the problem was a timing gap, not a funding shortfall, and framing it that way put the file in front
of a lender who could read it properly. We worked it through with them after hours.
It settled in time for payroll, priced below the facilities they were already
carrying.
Loss-making P&LApproved on trading behaviour, not the bottom line
Overdraft, not a term loanStructure matched to a timing gap
Cheaper than incumbentPriced below their existing facilities
Healthcare products · Inventory-led growth
Multi-lender
Told they'd maxed out. They hadn't.
A healthcare business with strong margins on its products, held back by a single
constraint: how much inventory it could afford to carry. Every dollar of stock
turned into revenue, but their lender had told them they'd reached their borrowing
capacity and that was the end of it.
What they'd actually reached was the ceiling of one lender's appetite. We
refinanced the existing facilities and split the total requirement across several
lenders in a deliberate sequence, each one structured to sit comfortably behind the
last. Knowing which lenders will accept that position, and in what order to
approach them, comes from working closely with credit teams across a lot of
deals.
The ceiling was the lender'sNot the business's actual capacity
Refinance plus new moneyExisting facilities restructured alongside growth funding
Sequenced, not stackedEach facility designed to sit behind the one before it