Equity & Debt Capital Advisory
A purchase price is only part of the funding story. We look at what the business needs before, during and after the deal, then help you put the right funding structure together.
A$200m+
in financing arranged
We start with cash flow, timing and what you want to keep flexible. Then we work through the role of equity and debt, compare security, covenants and total cost, and prepare the case for funding partners. The same team coordinates lender questions and conditions through to settlement.
A refinance is a chance to ask what the existing debt no longer does for the business. We map obligations and security, assess what the business can carry, and coordinate the financing work alongside your accountants and lawyers.
The amount is only one part of the picture. We ask what the money needs to achieve, when it is needed and where it will come back from. For an acquisition, that might mean separating the purchase price, transaction costs and cash needed to trade after settlement.
A facility can look attractive until you read the guarantees, review dates or repayment conditions. We help you compare those trade-offs alongside total cost and test whether the structure still makes sense if your timing or cash flow changes.
We turn the transaction into a case a funding partner can assess and coordinate what is needed from your team, accountant and lawyers. As questions or conditions come back, we help you understand what needs attention now and what can wait.
The pressure often comes from timing: wages and suppliers are due before invoices are collected. We look at how much cash the business needs to bridge that gap, whether it is recurring or seasonal, and how a facility would be drawn and repaid.
Replacing a fleet vehicle is a different decision from buying equipment for a new contract. We look at the asset, the cash it is expected to support and how long it will be in use, then compare upfront costs, repayments and any end-of-term balance.
Whether you are buying a business or buying out a partner, we look beyond the headline price. We consider your contribution, what the acquired business can reasonably support and how much cash it needs to keep operating after ownership changes.
When bank timing, security or structure does not fit the transaction, non-bank funding may be worth discussing. We compare what that flexibility would cost, what the lender would require as security and how the facility could be repaid or refinanced.
A supplier may need paying long before stock arrives or a customer settles an invoice. We map your orders, shipping and payment terms so you can see how much funding is needed and when it can be repaid, including when those dates shift.
Acquiring a site, securing approvals and starting construction are different funding decisions. We can discuss the project stage, how drawdowns could align with the build, what the lender may need to see and how you expect to exit the facility.
The site settlement and the development programme run to different clocks. We look at the funding needed at acquisition and what must be in place for the next stage.
A purchase facility covers the deal. The business still needs to trade the next day. We consider stock, payroll and working capital as part of the funding plan.
The purchase price, practice equipment and day-to-day cash needs do not have to be funded the same way. We look at how those pieces fit together.
You can start before you have a signed contract or a final amount. An early discussion can help separate what you already know from the questions that could affect your offer or timetable. Tell us which dates are fixed and which are still negotiable.
Yes. A transaction might need one facility for the acquisition and another for stock, equipment or day-to-day cash flow. The aim is to understand what each part needs to do and how the facilities would work together, including security and repayment obligations.
Bring the terms you have. We can discuss how the repayments, guarantees, conditions and expiry fit your plans. A lower rate is only helpful if the rest of the offer still works for the business.
An acquisition in negotiation, a supplier deadline or debt that no longer fits? Bring what you know, even if the numbers are still moving. We can help you work out what to test first.
For a first conversation, a rough amount, the reason you need the funds and any date you are working towards are enough. Quotes, accounts and contracts can come later if they are relevant.
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