Facilities Management businesses present distinct lender considerations around contract quality, labour intensity and working capital dynamics. This article outlines funding options and structuring considerations for FM acquisitions.
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Contracted revenue in FM is only part of the story. Lenders place weight on contract term, termination rights, pricing mechanisms and renewal quality when underwriting acquisition debt.
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Labour cost exposure drives margin sensitivity and lender scrutiny in FM. This article explains how labour risk affects serviceability, covenants and practical funding structure choices.
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Buy and build plans in FM require funding designed for platform scalability, not just one transaction. We cover lender priorities around headroom, integration and working capital.
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In FM acquisitions, lenders assess how contractual, labour and financial risks are allocated across the structure. Strong outcomes come from risk that is clearly understood and structured.
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In FM acquisitions, the right structure often combines cashflow lending and ABL. This article explains when each approach fits best and how hybrid structures improve liquidity, flexibility and resilience.
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Debt Service Coverage Ratio (DSCR) is a central metric in most lending decisions, but it is rarely applied in a uniform way. While borrowers often look for a single “acceptable” threshold, lender expectations vary significantly depending on context, structure and risk profile.
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If you've been through a funding conversation with a bank or alternative lender, you'll have heard terms like "EBITDA multiple," "cash flow cover," or "DSCR" thrown around fairly early on. These headline metrics are useful for a quick gut check, but they rarely tell the full story and they're not what actually gets a facility approved...
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Many SME funding processes encounter problems long before a lender reaches a formal credit decision. Good preparation can significantly improve both speed and outcome.
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When negotiating a funding facility, most business owners focus on price. Yet covenant headroom is often far more important than a small difference in pricing.
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When structuring debt, one of the most consequential decisions is whether to work with a single lender or to combine facilities across multiple lenders. While pricing is often cited as the differentiator, the implications extend far beyond cost.
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Working capital funding is often approached as a product decision. In practice, it is a structural one. The objective is not to maximise facility size, but to improve liquidity, resilience and operational flexibility.
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A lender's headline multiple tells you what they might offer, not what your business can comfortably repay. Using a worked example, we show how lenders turn EBITDA into cash available for debt service, test the downside, and decide how much a business can really borrow.
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In acquisition transactions, funding is often treated as a downstream exercise something to address once price and structure have been agreed. In practice, funding considerations frequently shape whether a transaction completes on acceptable terms, or at all.
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The due diligence process can differ significantly depending on the type of funding. Understanding these differences can save time and reduce delays.
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In acquisition finance, cashflow lending and ABL solve different problems. This insight explains when each fits best and how hybrid structures can improve leverage, liquidity and resilience.
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