Debt Funding
Growth and working capital without diluting ownership.
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Capital solutions
The right capital for the right stage of business.
Debt, equity, hybrid, alternative and public-market routes — assessed against what your business is actually trying to do, rather than what happens to be available.
Our funding advisory approach
Funding is a structuring problem before it is a sourcing problem.
Most businesses arrive with a route already in mind — a term loan, a private equity round, an investor introduction. Often that instinct is right. Just as often it is anchored to what worked for someone else, or to whichever product was described most persuasively.
We start further back. What is the money for, over what horizon, and what will it produce? What can the business service comfortably if the next two years are harder than planned? What ownership and control are genuinely on the table?
Only once those are settled does the question of which instrument, and which provider, become useful.
All solutions
Nine routes we work across.
Each has its own page setting out what it is, who it tends to suit, and how we assist. None of them is universally better than the others.
Bank Funding
Term loans, working capital lines and project facilities.
ExplorePrivate Equity
Institutional growth capital for larger ambitions.
ExploreStartup & Seed Funding
From an idea with traction to an investable opportunity.
ExploreVenture Capital
Institutional equity for businesses built to scale.
ExploreAlternative Investment Funding
AIFs, private credit and structured capital routes.
ExploreStressed Account Funding
Structured thinking for complex financial situations.
ExploreDebt Restructuring
Rebalancing obligations to create operating room.
ExploreMSME & Corporate Funding
Flexible financing built around MSME realities.
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The capital journey
Where a business sits usually narrows the options faster than any pitch.
01
Idea & early traction
Seed and startup capital, investment readiness.
02
Growth
Debt funding, venture capital, working capital.
03
Scale
Private equity, structured and alternative capital.
04
Public markets
SME IPO readiness and listing preparation.
05
Strategic
Mergers, acquisitions and value realisation.
These stages are indicative rather than prescriptive. Plenty of profitable, long-established businesses raise
seed-style capital for a new venture, and plenty of young companies raise structured debt. The point is to be
deliberate about which conversation you are having.
How we approach funding
A process built to withstand diligence.
01
Requirement analysis
What the capital is for, how much is genuinely needed, and over what period. Frequently the number changes at this stage.
02
Route & structure
Which instruments fit, what each would cost in money, control and covenants, and which combination makes sense.
03
Financial preparation
Restating financials for an external reader, building defensible projections and assembling documentation.
04
Positioning & approach
Identifying the lenders or investors most likely to engage, and presenting the case to them properly.
05
Diligence support
Managing information requests, clarifying queries and keeping the process moving.
06
Negotiation & closure
Reviewing terms, comparing offers on a like-for-like basis and coordinating to completion.
Preparation
What businesses should have ready.
None of this needs to be perfect before a first conversation. It does need to exist before a lender or investor is approached.
Financial statements with depth
Audited financials for the last three years where available, along with provisional current-year numbers. Consistency between statutory, tax and management accounts matters more than most businesses expect.
A clear use of funds
Not “working capital” but what specifically, over what period, producing what. Vague requirements are the single most common reason a conversation stalls.
Realistic projections
Two to three years, built from operating assumptions you can defend line by line. Ambitious is fine. Unexplained is not.
An honest debt position
Existing facilities, security already given, repayment history and any restructuring. This surfaces during diligence regardless, and surfacing it early is always better.
Governance and compliance basics
Statutory filings up to date, related-party transactions documented, and a clean corporate structure. Cheap to fix early, expensive to fix under deadline.
Clarity on what you will not give up
Board seats, control thresholds, personal guarantees, exit expectations. Knowing your limits before negotiating is what keeps a process from drifting.
Questions
Funding questions we are asked most often
Straight answers, including where the honest answer is “it depends”.
It depends on four things: what the capital is for, how predictable your cash flows are, how much ownership you are willing to share, and how quickly you need it. Debt suits predictable, asset-backed or cash-generative needs where you want to retain control. Equity suits businesses funding growth that will not service debt comfortably in the near term. Many businesses end up with a combination.
A short diagnostic conversation is usually enough to narrow the field considerably.
No. We are an advisory firm. We are not a bank, a non-banking financial company or a fund, we do not lend money or accept deposits, and we do not guarantee that any facility or investment will be approved. Our role is to assess the requirement, structure and prepare the case, and coordinate conversations with the lenders, investors and intermediaries most likely to engage with it. The decision always rests with them.
It varies widely by route. Bank and working capital facilities are often measured in weeks once documentation is complete. Private equity and venture capital processes are usually measured in months, because diligence is deeper. Restructuring timelines depend on the number of lenders involved. Anyone quoting a fixed timeline before seeing your financials is guessing.
That is common and not necessarily an obstacle. What matters is whether the position is explainable and whether there is a credible path to tidying it. Part of the preparation work is identifying which issues genuinely need fixing before approaching capital providers, and which can simply be disclosed and explained.
Often, yes — but it depends on why. A decline caused by presentation, structure or approaching the wrong type of lender is usually addressable. A decline caused by underlying financial stress needs a different conversation, which may point toward restructuring rather than fresh funding.
Not sure which route fits?
Describe the requirement and we will tell you which of these nine routes are worth exploring — and which are not worth your time.