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Debt Advisory for Mid-Market Businesses
Capital Raised
Raising debt is only half the job. The real priority is making sure the terms match your commercial reality.
Every business has its own rhythm: seasonal swings, investment cycles, and growth opportunities. We structure facilities that support that momentum, giving you competitive rates and the operational freedom to run your company your way.
Global Capital Partners
Years in Private Market
What Makes Mid-Market Debt Challenging
The lowest headline rate often comes with the tightest covenants and the least room to move. What actually matters is whether the lender understands your business model well enough to structure around it, not just price it.
Senior debt, unitranche, asset-based lines, mezzanine, alternative credit funds — hundreds of providers, each with different appetite, criteria and speed. Working through that alone costs months, and the wrong choice costs a lot more than the months do.
Large corporations rely on dedicated capital markets teams to evaluate funding options and manage lender terms. Mid-market leadership teams make balance sheet decisions of the same magnitude without that internal bench, even though the stakes are identical.
A bank represents its own balance sheet. A transactional broker is incentivized to close any deal quickly rather than holding out for better terms. Complex capital decisions require an advisor whose only objective is securing the right long-term structure for your business.
Where Debt Facilities Win or Fail
A term sheet proves capital is available. It does not ensure the terms will protect you when trading conditions deviate from a straight line.
These are the six structural friction points where off-the-shelf facilities constrain growing businesses, and how we engineer around them.
01. Facilities built for a different business than yours
Standard credit templates are designed around an average company's cash cycle, not yours. A covenant set against an idealized base case looks fine until a seasonal dip, an inventory build, or an unpredicted expense hits the balance sheet. We negotiate headroom and definitions against realistic downside cases before signing, so an uneven quarter does not trigger a waiver request.
02. Finding the right partner is not the same as shopping the rate
Shopping purely for the lowest headline interest rate is an easy trap. The cheapest facility on paper often carries the tightest restrictions, the fastest amortization schedules, and the least room to maneuver. True value lies in finding a lender whose credit appetite aligns with your operating model and who will structure terms around growth rather than a rigid policy box.
03. The private debt market is a maze
Senior debt, unitranche, asset-backed lines, mezzanine, and alternative credit funds represent hundreds of providers, each with distinct underwriting speeds, sector appetites, and covenant expectations. Approaching a single lender limits your leverage to whatever they offer. Running a controlled, competitive process across the wider market forces lenders to compete for your business.
04. Speed kills your negotiating leverage
A leadership team forced to close a transaction in four weeks accepts what the lender dictates. A team that begins six months ahead runs a structured, disciplined process. Time is the one piece of negotiating leverage you cannot recover once calendar deadlines start driving the deal.
05. Growth outpaces what the balance sheet can support
The commercial opportunity to acquire a competitor, enter a new territory, or fund capex often arrives before the capital is ready. A working capital facility that cannot absorb a sudden bolt-on acquisition becomes an obstacle rather than a tool. Every facility needs built-in accordion capacity so the next transaction does not require renegotiating from scratch.
06. Multi-million-pound decisions without an in-house treasury team
Large corporates rely on dedicated capital markets desks to manage credit relationships and model risk. Mid-market companies make funding decisions of the exact same financial weight without that internal bench. An independent debt advisor levels the playing field, ensuring covenant packages, pricing, and terms are negotiated entirely on your side of the table.
Different Mandates. One Execution Discipline.
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Every growing business experiences working capital swings from seasonal demand, delayed customer payments, or planned inventory builds. Setting up revolving lines and cash buffers that reflect these realities keeps normal trading dips from turning into unnecessary friction with your lender.
Waiting until a loan approaches its final repayment date removes your bargaining leverage, because lenders understand you are running out of time. Beginning the refinancing process early allows you to run a competitive process and secure favorable terms while you still have leverage.
Timing mismatches around project completion, tax payments, or asset purchases require fast, interim liquidity. Setting up bridge facilities that repay or transition cleanly ensures an immediate cash requirement is resolved without creating structural complications for your long-term debt.
Loans agreed when a business was smaller often end up holding back the company as it expands. Replacing legacy debt allows you to negotiate lower margins, update restrictive terms, and reset borrowing covenants to fit the scale of the company you operate today.
Tying up cash in unpaid invoices, stock, or heavy equipment limits how quickly a business can invest. Unlocking that capital through asset-backed lending provides non-dilutive liquidity while keeping standard credit facilities available for long-term strategic plans.
Managing unforeseen operational pressure or shifting market dynamics requires tailored balance sheet support. Looking at the complete financial picture ensures you find solutions that stabilize the business without adding unmanageable repayment burdens.
Prospective acquirers examine your debt agreements during diligence to identify restrictive covenants, complex lender charges, or upcoming maturity risks that can be used to chip your valuation. Organizing the balance sheet ahead of a sale removes friction and protects the purchase price.
Buying out a departing founder, resolving a shareholder deadlock, or transitioning to incoming leadership requires liquidity without selling equity to outside third parties. Independent debt lets remaining owners rebalance the register and retain long-term control.
Funding an internal management buyout or taking majority ownership requires debt structured against future cash flow rather than personal guarantees. Structuring the facility around realistic trading margins allows the management team to buy out owners while protecting their equity upside.
Releasing value to founders and long-term shareholders does not have to mean selling the business or bringing in dilutive equity partners. Structuring a dividend recapitalization lets owners take capital off the table while ensuring the business maintains adequate cash flow to operate comfortably.
Trusted by Companies Backed by Leading Global Investors
We have provided debt advisory to companies backed by some of the world’s most respected venture capital firms. From scaling disruptive technology to supporting established growth businesses, our track record demonstrates the results we have delivered alongside leading investors.
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How complex decisions play out in practice
WHAT HAPPENS NEXT?
Once we receive your details, we start with a conversation.