Funding built around
real professional businesses.

£75,000 completed over a four-year term.

£65,000 growth facility for a London law firm.

£50,000 net funding arranged for an established law firm.

£40,000 flexible funding facility put in place.

£34,201 VAT funded directly to HMRC.

£33,000 flexible credit facility for an accountancy practice.

£30,000 revolving facility for a solicitors’ practice.

£30,000 net funding arranged over 72 months.

Repeat VAT support for an established solicitors’ practice.

Financing a complete digital dentistry upgrade.

An established dental practice wants to upgrade two surgeries with new dental chairs, digital scanners, imaging technology and a CBCT scanner. Rather than paying the full cost upfront, an asset-finance structure could allow the practice to spread expenditure over the useful life of the equipment while retaining cash for the wider business.

Expanding from four surgeries to six.

An established four-surgery practice plans to expand to six surgeries. The funding strategy could combine several products rather than forcing the entire project into one loan.

• Refurbishment
• Fit-out
• Dental equipment
• Technology
• Working capital

Funding a veterinary practice’s next generation of diagnostic equipment.

A growing veterinary practice wants to purchase digital X-ray, ultrasound, laboratory and surgical equipment. Asset finance could potentially allow the practice to invest in the equipment while preserving capital for day-to-day operations and recruitment.

Opening a second veterinary practice.

A successful veterinary practice plans to open a second location. Funding may be required across the whole project.

• Premises fit-out
• Diagnostic equipment
• Kennelling
• Surgical equipment
• Furniture
• IT
• Launch costs
• Working capital

Financing a new funeral fleet without absorbing the entire cost upfront.

An established funeral director plans to replace and expand its vehicle fleet with a new hearse and limousines. Asset finance could potentially be structured around the vehicles while preserving working capital for the wider business.

Funding the acquisition of an established funeral home.

A family-owned funeral director wants to acquire another established local funeral business as part of its succession and growth strategy. Funding could potentially cover the elements below.

• Goodwill
• Business assets
• Vehicles
• Equipment
• Additional working capital following completion

Upgrading the mortuary and premises.

A funeral home wants to refurbish its premises and invest in new mortuary refrigeration and preparation equipment. A combination of asset and refurbishment finance could potentially fund the project.

Acquiring an established community pharmacy.

A pharmacist is acquiring an established community pharmacy and requires acquisition finance plus additional working capital following completion.

Investing in automated dispensing.

A busy pharmacy wants to invest in automated dispensing equipment and technology. Asset finance could allow the equipment to be funded over a longer term.

Equipping an optometry practice for advanced diagnostics.

An optometry practice plans to invest in an OCT scanner, retinal imaging and other diagnostic technology. Funding the equipment rather than paying entirely from cash reserves may preserve liquidity for the underlying practice.

Moving a private medical practice into larger premises.

A private medical practice is moving into larger premises and requires funding for treatment rooms, medical equipment, refurbishment and technology.

Resourcing new projects before the fees arrive.

An architectural practice has secured several major projects and requires additional high-spec workstations, software licences, recruitment and working capital before the full project fees are received.

Managing a tax liability while fees are outstanding.

A barrister requires funding to manage a significant tax liability alongside the timing difference between fees billed and fees received.

Funding the acquisition of a recurring fee block.

An established accountancy firm wants to acquire a portfolio of recurring clients from a retiring practitioner. The structure may need to take account of the factors below.

• Recurring fee income
• Client retention
• Deferred consideration
• Transition arrangements
• Working capital after completion

Financing a capital contribution to join the partnership.

A senior professional has been invited to acquire an equity stake in an established practice and wants to finance part of the capital contribution rather than using personal cash.

Funding a partner’s exit without draining the practice.

An established practice needs to fund the retirement or exit of an existing partner while protecting day-to-day working capital.

Releasing liquidity from ongoing matters.

A litigation practice has significant value tied up in ongoing matters while continuing to fund the costs below. A specialist facility could potentially release liquidity against the wider funding requirement.

• Counsel
• Expert reports
• Court fees
• Disbursements
• Internal operating costs

Spreading a major PII renewal.

A substantial annual PII premium would create a major single cash-flow event. Premium finance may allow the firm to spread that cost over an agreed period.

Buying the freehold of the practice premises.

An established professional practice currently renting its premises decides to purchase the freehold. Commercial mortgage funding may allow the practice to acquire the property while retaining capital for the operating business.

Reorganising several short-term facilities.

A professional business has accumulated several short-term facilities while expanding. A refinancing exercise could explore whether the existing liabilities can be reorganised into a more appropriate structure.