CASE STUDIES

$10M settled on deadline · $300K saved annually · Personal guarantees removed

A family-owned development firm had exchanged on a coveted inner-city commercial site, but their long-standing major bank knocked back the $10 million facility, citing the deal's size and demanding pre-leasing conditions the settlement timeline couldn't accommodate. With days on the clock, we ran a full market tender across top-tier banks, regional lenders, and private credit funders, and secured a flexible private credit facility that settled on time. Once the asset was performing, we returned to market and moved the client's entire portfolio to a major bank on stronger terms: personal guarantees removed and pricing that now saves them $300,000 a year.

35% lower debt servicing costs · 25% sales uplift · $5M released from non-core assets

A multi-generational retail chain with more than 50 stores was carrying $25 million in debt from expansion and inventory overstock. Breached banking covenants and mounting ATO debt had pushed the business onto high-interest term loans and supplier credit, putting several outlets at risk of closure. We ran a full cash flow forecast and creditor mapping exercise, then converted short-term debt into long-term secured bank lending and working capital facilities for immediate relief. We also advised on the divestment of non-core assets, generating $5 million applied straight to principal. The restructure cut debt servicing costs by 35% and freed up capital to reinvest in the business's online platform, and the chain is now running a hybrid retail model with a 25% sales uplift.

$8M in fragmented debt consolidated · Rate hedges added to manage volatility

A family-run agribusiness in rural New South Wales was carrying $8 million in seasonal debt, inherited across three generations and fragmented across multiple lenders in a way that was strangling day-to-day efficiency. Drought and volatile commodity prices made the situation worse. We assessed the farm's full asset base, land, plant, and equipment, and consolidated the debt into a single facility with higher limits and interest rate hedges to manage price volatility. The result freed up liquidity for irrigation upgrades and put the operation on a stable footing for the next generation to take over.

$40M facility stabilised · 50bps rate reduction · $7M capital released

Regulatory delays had pushed a family-owned developer's $40 million project finance facility to the edge of default, threatening to stall builds already underway. We ran a forensic review of the group's contracts and asset base, identifying undervalued collateral and headroom to lend against by cross-collateralising assets, while removing all personal guarantees. A mezzanine layer bridged the gap in senior debt, and we renegotiated an interest-only moratorium on principal repayments with performance-based covenants tied to project milestones rather than fixed dates. The restructure cut the interest burden by 50 basis points and freed up $7 million in capital, enough to finish the stalled projects and take the personal risk off the family's balance sheet.

$5M venture debt restructured · Zero equity dilution · Revenue doubled post-raise

A family-backed software business had scaled quickly on $5 million of venture debt, but convertible notes and R&D loans were maturing into a market downturn, with equity dilution looking like the only way out. We restructured the maturing debt through a private credit facility and introduced revenue-based financing tied to the company's SaaS subscriptions, unlocking higher lending limits without touching the founders' equity. Free of the looming repayment cliff, the business pivoted into AI integrations and has since doubled both its user base and revenue.

$12M refinanced · $2.5M unlocked against equipment · 30% more patients served

A regional family healthcare group was carrying $12 million in debt from clinic expansions and equipment purchases, with mortgage-backed loans and vendor financing squeezing margins just as regulatory changes hit. We analysed the business's billing cycles for efficiencies, then arranged a syndicated refinance with healthcare-focused lenders, including earn-out clauses linked to patient volumes. Asset lending secured against medical equipment unlocked a further $2.5 million in immediate liquidity. The restructure brought debt ratios down to a level that funds working capital and investment, and the group now serves 30% more patients across a larger footprint.

$7M facility approved after a prior rejection

An independent family-run school network needed $7 million to fund campus upgrades, but enrolment fluctuations had already seen the facility rejected once. We built a demographic forecast and financial model into the credit paper, demonstrating catchment growth and long-term loan viability that the original application had missed. On the strength of that case, the facility was approved and construction is underway.

$24M in combined fit-out and acquisition funding structured · 55% LVR secured · $100K in annual interest savings · Personal guarantees removed

A multi-site commercial pub and hotel business in Queensland needed to fund an $8 million fit-out alongside a $16 million acquisition, exercising a call option on a site it had been eyeing for further expansion. We mapped out a financing structure that split the facility between a major bank and hospitality-specific lenders, securing the acquisition at a conservative 55% LVR and materially reducing pricing against what the business was paying on its existing arrangement, cutting annual interest costs by more than $100,000. The restructure also removed personal guarantees across the group, taking the owners' personal assets out of the equation entirely.

$5M resource debt restructured onto 5-year asset facilities

An extraction company in one of Australia's mining regions was carrying $5 million in debt across equipment and exploration loans, and a downturn in commodity prices was putting pressure on serviceability. We assessed the market for project finance options and restructured the debt with specialist asset lenders onto new five-year asset facilities, giving the business room to ride out the cycle.

$15M consolidated into one facility · 25% lower interest costs · $3M working capital unlocked

A third-generation manufacturing business was carrying $15 million in debt built up through rapid expansion and supply chain disruption after COVID, with legacy loans at high interest rates and rising material costs squeezing cash flow to the point of insolvency risk. We ran a full financial audit, made the case for consolidation, and negotiated with multiple banks to refinance into a single facility with extended terms and lower rates. Asset-based lending secured against machinery then unlocked a further $3 million in working capital. Annual interest payments fell by 25%, and the business has since grown its workforce by 20% and reported record profits.

$9M MBO funded at a 2.5x EBITDA multiple · Remaining balance funded via equity contribution · Settled in 6 weeks

The founder of a national commercial cleaning contractor was ready to retire, and two long-serving managers wanted to take over the business, but their combined savings covered only a fraction of the $9 million purchase price. Rather than lean on an extended vendor finance arrangement that would have kept the founder financially tied to the business for years, we structured acquisition debt against the business's own recurring contract revenue and equipment base, priced at a 2.5x EBITDA multiple, with the remaining balance of the purchase price funded through the incoming owners' equity contribution. The founder was paid out in full at settlement, and the deal closed inside six weeks to meet the founder's retirement date.

$6.5M acquisition funded · Family home released as security · 40% more contracts serviced post-merger

A well-established HVAC contractor identified a competitor going through succession issues as a rare chance to double its service footprint, but the founder's existing bank would only fund the $6.5 million acquisition with a personal guarantee secured against the family home. We ran the deal across our panel and found a lender willing to secure the facility against the combined businesses' contracts, vehicles, and equipment instead, funding the acquisition without touching the founder's personal assets. A working capital facility layered on top covered the payroll and inventory bump from combining both teams, and the merged business is now servicing 40% more contracts than either company could alone.

$3.2M practice and client book acquisition funded · 90% debt-funded · Zero equity dilution

A partner at a mid-tier Sydney accounting firm had the opportunity to acquire a retiring sole practitioner's client book, a strong strategic fit, but funding it through the partnership would have meant diluting his equity or bringing in the other partners as guarantors. We arranged a $3.2 million facility secured against the recurring, contracted nature of the client base itself, funding 90% of the purchase price with earn-out protections tied to client retention over the first 18 months. The partner completed the acquisition without diluting his equity position or requiring sign-off from the rest of the partnership.

$2.9M acquisition funded · 65% debt-funded · Settled with a 6-month vendor handover

A senior corporate banking manager took a redundancy payout after 16 years and set his sights on buying a $2.9 million payroll and HR outsourcing business from its retiring founder, his first acquisition and his first time owning any business. He had strong savings and a clean credit history, but no personal trading record, and two of his own relationship banks declined to fund the deal on that basis alone. We ran the transaction across our panel, building the case around the target's recurring client contracts, an existing operations manager who would stay on, and a six-month handover period we negotiated into the sale agreement with the vendor. A specialist lender funded 65% of the purchase price against the business's contracted revenue, with the buyer's redundancy payout and a modest vendor finance component covering the balance. He settled within nine weeks of first engaging us and is now twelve months into running the business full-time.