Finance for buying a business

The sticking point

The buyer had the deposit and the plan — but the bank's valuation came in £50,000 lower, and it demanded loan security the buyer did not have.

The way past it

We applied for Government-backed financing through an alternative lender — one that required no loan security. Their valuation matched ours, and a strong application was approved.

The sticking point

A first-time buyer with no retail track record — the first two lenders declined on experience alone.

The way past it

On our recommendation, the buyer recruited a full-time manager with six years' experience. We returned to the lender with the strengthened application — and the lender was satisfied.

The sticking point

The weekly takings were healthy, but it was a new company less than two years old — no long track record of stable income to show a lender.

The way past it

We helped the buyers write a strong Business Plan — realistic cash-flow projections demonstrating comfortable affordability of the monthly repayments, supported by growing service-wash contracts. The lender was satisfied.

The sticking point

A manager of nine years buying the freehold of the salon she ran — but the seller also owned the pet shop next door and the flat upstairs, and wanted to sell the lot. She applied to her bank; after five nervous weeks, it declined.

The way past it

She came to us in a hurry. We prepared a strong application with a lender that has an appetite for mixed commercial property — and secured her 80% funding within ten days.

The sticking point

A freehold garage with an MOT contract — but the buyer only had half the required deposit available in cash.

The way past it

We helped the buyer raise the remaining deposit with a loan against his other garage business — using the strength of one business to buy another.

The sticking point

A franchise resale with strong takings — but the lender's offer came in below the amount applied for, leaving the buyer £35,000 short.

The way past it

We negotiated a new deal with the seller: the remaining £35,000 paid within six months. Three months after the buyer took ownership, we helped them secure a loan on the strength of the business itself — and the seller was paid in good time.

The sticking point

The assets were laptops and servers — equipment that depreciates faster than most lenders like to fund. Not much security for the bank, which said no.

The way past it

We built the case on the contracted rental income rather than the kit itself — recurring revenue a lender could underwrite — backed by a robust Business Plan with financial projections proving affordability. Our lender said yes.

The sticking point

A trading site with expansion land. The lender's offer plus the buyer's deposit still left £85,000 short of the asking price — and the deal was stalling.

The way past it

We approached the seller and renegotiated the deal itself: they agreed to wait eighteen months for the shortfall — seller finance, agreed directly between the two parties, at the full asking price.

The sticking point

NHS income is gold to the right lender and opaque to the wrong one — the first bank priced it like an ordinary shop, offering a 65% loan, with security. The buyers needed 85%, without security.

The way past it

We placed it with a lender that understands pharmacy income, on terms that reflected the business's track record. Accepted under the government-backed loan scheme: 87% funding, no security required.

The sticking point

A busy nursery, established eight years, suffered a kitchen fire and was forced to close as unsafe. The client needed 70% funding — plus the money to refurbish before reopening. The bank declined.

The way past it

Armed with a detailed Business Plan and cash-flow projections, we approached a lender who looked to the future — and approved the loan. The nursery was refurbished, rewired, reopened — and got even busier.