Funding Insights 2026

Funding Insights 2026 concept image showing a target with 2026 in the centre, symbolising business funding goals and lender priorities for 2026.

Funding Insights 2026: understanding lender priorities and funding opportunities for the year ahead.

 

How ambitious businesses can secure the right funding—without the stress

Read time: 5 minutes  

In a funding landscape that’s steady but selective, ambitious businesses are having to work harder to secure the right facilities at the right time. 2026 isn’t a tougher year — but it is a more deliberate one, where clarity, preparation and choosing the correct route matter just as much as the numbers themselves. This short guide brings together the latest data, lender sentiment, and real‑world examples to help you navigate the market with confidence — and avoid the noise, delays or dead ends that often derail good plans.  

Who this is for 

Owners and leaders planning acquisitions, working‑capital improvements, operational expansion, or blended funding solutions—and who want certainty without endless phone calls or form‑filling. 

The 30‑second summary 

*Note on currency: Where global market sizes are shown in £, figures are approximate (≈) and converted from USD at an indicative GBP/USD ~0.79 for UK readability. The underlying source remains in USD.

 If this sounds familiar, you’re not alone 

You shouldn’t have to choose between speed and structure. You can have both. 

What’s changed (and why it matters to you)

1. Lenders want strong assets or affordability—ideally both 
Why this matters in 2026 

Lenders continue to favour strong assets or clear affordability. If your business holds receivables, stock, equipment or property, you can often access larger or cheaper facilities than unsecured options. However, if assets are light but trading is stable, lenders will still consider term loans when affordability is clear. The global ABL trend shows steady appetite, which reinforces that structured options remain available where they fit. 

 What it means for you 

And if neither assets nor trading are currently where you’d like them to be, options don’t disappear. Lenders will still engage where there’s a clear path to improvement and a believable direction of travel.

2. Time kills deals — certainty keeps them alive 
Why timing matters 

UK smaller‑business lending totalled ~£62bn in 2024. In Q1 2025, gross SME lending reached ~£4.6bn (+14% YoY). Growth then eased to around 6.4% in Q3 as approvals began to flatten. This pattern matters because it reflects a market where lenders remain active, but more selective — meaning delays, missing information or unclear narratives can be the difference between momentum and slowdown. 

In other words, the longer a case sits, the more scrutiny it tends to attract. Clean, timely, well‑positioned applications move quickly; anything ambiguous drifts and risks a “not now” response. 

What it means for you 
3. 2026 lens: what lenders say right now (Bank of England) 
What lenders are signalling 

Recent survey data shows overall corporate credit availability holding steady into early 2026, with a slight uptick for smaller firms and modest improvements for medium and larger businesses. In practice, this points to an active but selective market: capital is available, yet lenders expect a clear rationale, clean numbers and a sensible structure before they move at pace. 

What it means for you 

This all gives you a sense of how lenders think and what drives a fast “yes.” But turning that into a well‑structured, well‑routed funding case isn’t something most business owners can (or should) do alone. 

4. Relationships de‑risk complexity (and price) – and this is where the right broker makes the difference  
Why your route matters 

Lenders increasingly rely on well‑prepared, well‑routed cases. A good broker widens the panel, positions the narrative for the right credit lens, and presents comparable options—often improving both speed and all‑in cost. Conversely, a strong business taken to the wrong audience (or packaged in the wrong format) can drift into a slow “maybe,” which is usually just a delayed no. 

What this means in practice 

3 proven funding plays for 2026

1. Build from your strengths — assets, performance or plan

Unlock funding by showing what your business already has or where it’s credibly heading. That may be through existing assets, solid trading performance, or a clear plan that demonstrates how you’ll reach a viable position. For some businesses, ABL is the fastest way to free up working capital; for others, a straightforward business loan (secured or unsecured) is the cleanest route when lenders are comfortable on serviceability. And even when current performance isn’t the full story, setting out a sensible route toward stronger trading or improved stability can still open the door to funding. Lenders look for progress as much as position.

2. Blend for speed & control

Pair ABL + term debt + property + working capital (where relevant). Blending helps act quickly now and optimise structure later—useful in a market that’s steady but selective. 

3. Use the right route to market

Whether the answer is unsecured, secured, ABL, term debt, or a hybrid, the route matters. The goal is to present the case where it will land best—fit, speed, and flexibility over product preference. 

60‑second self‑check (keep it simple) 

If you answered “yes” to three or more, a structured, broker‑led option‑set is likely worth exploring. 

With the broader trends in mind, it can be helpful to see how these principles play out in real businesses. The following anonymised snapshots highlight how different structures — from asset‑backed refinancing to clean unsecured loans — are being used right now to solve challenges, protect momentum and unlock growth in 2026. 

Two mini case studies 

Manufacturing (Asset refinance to support turnaround) 

A long‑established manufacturing business needed working‑capital breathing room during a market downturn. They also had a capital event scheduled for early 2026 but couldn’t demonstrate the required debt‑service cover through their usual lender. The facility needed to be in place within three weeks. 

What worked:

A £700k asset‑refinance facility was arranged against existing kit and delivered within the deadline. Because the underlying assets were strong, the personal‑guarantee requirement was minimal. The facility was structured over 60 months at a fixed rate, giving the business essential liquidity to bridge to its 2026 capital event and continue its turnaround plan. 

Specialist services: Removal of hazardous materials (Unsecured facility for premises refurbishment) 

A growing specialist services firm needed funds to refurbish a leased site as part of its expansion. Because the project itself wasn’t income‑generating, the directors preferred to keep borrowing unsecured. 

What worked:

A £200k unsecured loan over 60 months at a fixed rate of 8% funded the refurbishment without tying up assets or requiring director guarantees. This allowed the business to progress with its premises upgrade while keeping its asset base free for future growth. 

Bringing it all together 

The takeaway for 2026 is simple: lenders are active, capital is available, and well‑prepared businesses are still securing strong structures — but the route, timing and clarity of your case matter more than ever. Whether you’re planning an acquisition, managing a tight working‑capital window, or preparing for a strategic event, the right combination of structure and route‑to‑lender can remove friction and provide certainty when it matters. If you want to understand your options with minimal effort, we can outline viable routes and expected ranges quickly — so you can move forward with confidence and focus on running the business, not chasing finance. 

Sources  

 

 

Check out our 2025 highlights reel, showcasing how we approached some of our clients’ complex situations…

What late payment crackdowns mean for North East SMEs

Let’s be honest – late payments have been a quiet curse for SMEs for far too long. But change could finally be on the way. 

The government has unveiled a raft of proposals to clamp down on late payments – marking what could be a real turning point for small and medium-sized businesses. Especially those outside the London bubble, where late payments aren’t just annoying – they’re often business-critical. 

What’s changing and why it matters 

So what’s in the proposals? 

For businesses across the North East, where working capital is often tight and growth depends on timely settlements, this could finally rebalance the scales. Especially for the firms supplying larger customers, where it can be a case of “take it or leave it” when it comes to waiting for money.

However, even the best-written rules won’t stop occasional delays, disputes or red tape from slowing down payment cycles. That’s why the most resilient businesses don’t just hope to get paid on time – they plan for when they don’t. 

Flexible working capital solutions, like invoice finance, can bridge the gap between delivering the work and receiving the reward. By unlocking the value tied up in your own sales ledger, you can keep hiring, growing and investing regardless of who’s sitting on your money. 

Let’s help the North East lead the way – not just in compliance, but in culture. A region where paying fairly and trading responsibly isn’t just expected – it’s business as usual. 

If you’d like to talk about finance options that support your business through late payment delays, we’re just at the end of the phone – 0191 211 1471.  

Director of Business Performance & Marketing, gym devotee, strategic thinker – and decaf evangelist. 

Say hello to Carly Dove, who joins the CCBS team as Director of Business Performance & Marketing. With a sharp eye for systems, strategy and storytelling, Carly brings a wealth of experience – and a love of doing things smarter, not just harder. 

Before joining CCBS, Carly led regional marketing across APAC and EMEA for Turnitin (yes, the plagiarism-checking powerhouse), steering high-performing teams and delivering commercial impact across international markets. 

But after a brief career pause for maternity leave (her youngest daughter just turned one!), Carly was ready to roll up her sleeves and dive back in – and CCBS was the perfect fit. 

“I wanted to build on my experience in a role that was both commercially focused and operationally hands-on – and CCBS offered exactly that. I’m excited to be working with a fantastic team, helping the business scale smartly and deliver even more value to clients.” Carly says.  

 

What’s a typical day like for you at CCBS? 

Still early days, but Carly’s role is already shaping up to be a hybrid of strategy, collaboration and making things better behind the scenes. 

“I’ll be working closely with the leadership team to sharpen up internal processes, support our financial reporting, and build out a marketing approach that really reflects the quality of what we do here. Expect me to be in the CRM, reviewing performance metrics, and looking for small changes that make a big difference.” 

In other words – if it can be optimised, measured or marketed, Carly’s on it. 

 

Now for the important stuff… 

How do you take your tea?
I don’t! I’m firmly in the decaf coffee camp – a habit I picked up during pregnancy, and somehow never dropped. I used to be a full-blown caffeine devotee (read: probably addicted), but now it’s all about the ritual, not the buzz. That said, after many a sleepless night thanks to my tiny humans, I probably should be bathing in espresso… but here we are, sipping decaf and pretending it’s doing something. 

What would you be doing if you weren’t at CCBS?
I wanted to be a doctor when I was little, then a lawyer as I got older – clearly, I’ve always liked fixing things and making a good argument. My childhood nickname was Sergeant Dove, thanks to my ability to keep everyone in line and everything running smoothly, even as a child! These days, I’ve got a soft spot for history, and after having kids, I’ve realised there’s serious money to be made in anything child-related – judging by how much of mine disappears into snacks, sticker books, and glittery things that break within 24 hours. Maybe one day I’ll combine it all and launch a historical re-enactment group for under-fives – complete with tiny crowns and snack breaks. 

What do you do in your spare time?
Spare time? That’s cute.  

But when I do get some, I make time for the gym – I made it a point to make fitness a big part of my life during maternity leave, and now I’m hooked. Whether it’s lifting weights or just pushing the pram for my 10K steps a day, it’s my way of staying sane and strong. When we get the rare night off parenting duty, my husband and I love going to gigs. And at home, once the kids are (finally) asleep, we wind down by listening to vinyl and pretending we’re still cool.  

Have you ever played a sport naked?
Absolutely not.  Between parenting, the gym and the odd living room dance-off with the kids, I’ve got my exercise covered. Fully clothed. 

Carly will be helping shape our next chapter of growth. Got a marketing idea, a process problem, or just want to chat decaf? Drop her a line at carly@ccbsg.co.uk. 

Relationship Development Director, coffee addict, Thai boxer – and friend to the oceans. 

Say hello to Andrew Welton, our new Relationship Development Director. He will be supporting our brilliant clients, making sure they’ve got the right funding in place to get where they want to go.  

But before he was helping SMEs across the North East to navigate the funding landscape, he had his sights set on something a little… wetter. 

“Believe it or not, I could have ended up as a marine biologist,” Andrew says. “I’ve been fascinated by marine wildlife since I was a kid.” 

Instead, he dove into business – earning a  Masters in Entrepreneurship and Business Development before kicking off his career as a Business Development Manager at a North East marketing agency. From there, he made a splash in the financial services world, joining  Gallagher Insurance – one of the world’s top insurance brokers – as the lead business development contact for the North East.

That experience laid the groundwork for his new role at CCBS Group. 

“Joining CCBS as Relationship Development Director is a fantastic next step. My focus is on really understanding our clients and what they need – so we can connect them with the right funding, at the right time, with the right partner.” 

What’s a typical day like for you at CCBS? 

“There’s no such thing! But broadly, it’s all about listening – meeting with clients, understanding what’s happening in their business, and identifying funding options that are tailored to their goals. That’s what drew me to CCBS – it’s not a one-size-fits-all approach. It’s proper, people-first problem solving.” 

Now for the important stuff… 

How do you take your tea?
I don’t! I’m a full-blown coffee fiend. But maybe I’ll have to branch out now I’m here. 

What do you do in your spare time?
I’m really into fitness. I’ve competed in Thai boxing bouts and still train regularly – so when I’m not in a meeting or on the phone, I’m probably at the gym or dragging myself on a run along the coast. 

Have you ever played a sport naked?
Officially… no. 

Andrew will be out and about this autumn meeting clients – if you’d like to set up a coffee with him, email andrew@ccbsg.co.uk.  

We have strengthened our leadership team with two senior appointments, marking another key milestone in a landmark year for the business.

Following our 10th anniversary in 2024 and a successful management buyout earlier this year, we have appointed Andrew Welton as Relationship Development Director and Carly Dove as Director of Business Performance. These strategic hires reinforce our commitment to delivering exceptional client service and funding support across the region.

Both roles are designed to support continued growth and build on the strong foundations established over the past decade. The focus will be on deepening funder relationships, identifying new opportunities, and ensuring seamless delivery for clients.

Andrew Welton joins us following a successful tenure at global insurance broker Gallagher, where he led business development across the North East. His early career was spent in business development for a marketing agency, giving him a strong foundation in client engagement and commercial strategy. In his new role at CCBS, Andrew will focus on cultivating and maintaining strong relationships with clients, ensuring their funding needs are not only met – but exceeded.

Carly Dove brings over a decade of senior leadership experience from the global education technology sector. During her 11-year tenure in a senior marketing role, she led regional programmes and built high-performing teams that consistently delivered measurable commercial results. As Director of Business Performance, Carly will apply her strategic and operational expertise to drive efficiencies, support growth, and enhance delivery for both clients and funding partners.

Graeme Harrison, Managing Director at CCBS Group, commented:

“Andrew’s experience across marketing and financial services makes him a fantastic addition to the team. He brings energy, insight, and a genuine passion for helping businesses grow – strengthening our ability to connect clients with the right funder at the right time.

“The buyout earlier this year was a defining moment for CCBS. It’s given us the opportunity to move forward with fresh ideas and renewed momentum. Carly’s appointment into this newly created role is a key part of that journey, helping us build the structure needed to support our next phase of growth.”

Since our launch in 2014, CCBS Group has achieved consistent year-on-year growth and built a strong reputation for navigating the complex funding landscape on behalf of SMEs across the North East – from Northumberland to Teesside. Having supported hundreds of businesses with tailored commercial finance solutions, the new appointments signal the firm’s continued investment in people and services as it enters an exciting new chapter.

Cashflow crunch: When waiting 90 days for payment just won’t cut it

You’ve smashed out a huge order, the team’s grafted overtime, and the invoice has gone in. Victory pint? Not quite. Your shiny new customer is on 60- or 90-day terms… and payroll’s due in 30.

Sound familiar? You’re not the only one. For many North East businesses, the gap between doing the work and actually getting paid can be scary.

But here’s the good news: invoice finance exists precisely for moments like this.

Even the healthiest businesses get caught out by cashflow. It’s not always because you’re in trouble – in fact, it usually happens because you’re growing. Bigger contracts mean bigger invoices, and bigger invoices often mean longer payment terms. And when you’re waiting on slow-paying customers while trying to keep suppliers, staff, and HMRC happy, it’s enough to make even the calmest business owner twitchy.

Enter invoice finance: your cashflow safety net

Invoice finance unlocks up to 90% of your unpaid invoices. No waiting, no desperate calls to the bank manager. Just the cash you’ve earned, in your account, ready to use.

Here’s what that means in the real world:

We recently helped a long-standing client expand internationally – they were already successful in the UK, but their US and Canadian growth opened the door to Australia. The snag? They needed cashflow to match their ambitions.

We found them a global funder who provided a £200,000 invoice finance facility, giving them the working capital to scale without losing momentum.

See more cashflow deals here.

If you’re tired of juggling invoices, chasing payments, and wondering if this is just “the way it is,” it’s not. Invoice finance can give you breathing space – and a clear path to growth.

Talk to us today – we’ll take a look at your cashflow, explain your options (jargon-free), and help you decide if invoice finance is the right fit.

Check out our Q2 highlights reel which showcases how we approached some of our clients’ complex situations…

Online funding platforms promise the world – “instant offers”, “decisions in minutes”, “apply in just 1 click.” Sounds brilliant, right?

Here’s the catch: those offers? Often meaningless. That approval? Not guaranteed. And that ‘simple application’? It can actually block proper funding solutions down the line – including the ones we’d recommend.

At CCBS Group, we get that you want speed and simplicity. But what you also need is a solution that’s right for your business – not one that looks shiny but stings later.

We’re not anti-tech. But we are anti-wasting time on generic forms and copy-paste offers that don’t take your unique circumstances into account. If you call us first, we’ll do the heavy lifting – documents, forms, lender matching – and guide you every step of the way. We’ll diagnose the real funding issue and prescribe the best-fit solution. No algorithms, no guesswork.

Plus, we’re based right here in the North East – you’ll know who you’re dealing with, and we can meet for coffee, visit your business and get to know your wider team if it helps.

So before you press submit on that online form – stop.

Pick up the phone.

No obligation, no judgement. Just a smarter, personal approach to getting your business funded right.

Award-winning commercial finance specialist CCBS Group has completed a management buyout, positioning the North East business for a dynamic new chapter following the celebration of its 10th anniversary last year.

The buyout sees Graeme Harrison, who joined CCBS five years ago to drive business development, take over as Managing Director. Founder Peter Cromarty, who established CCBS in 2014, will remain involved as Non-Executive Chairman, supporting the leadership team and continuing to work closely with clients.

Graeme Harrison said:
“We’ve built a resilient, client-focused business with an unwavering passion for delivering exceptional results for our clients. This transition marks an exciting new phase, and I’m looking forward to working with Michael Horner, Matt Lister, and the wider team to bring our ambitious plans to life.”

CCBS Group, known for its expertise in delivering bespoke funding solutions for businesses across the North East, has experienced consistent year-on-year growth since its inception. The company prides itself on providing clear, strategic advice for clients navigating funding landscapes, particularly during uncertain times and when traditional routes may be unavailable due to complex factors.

Reflecting on the journey to date, Peter Cromarty commented:
“It’s been an incredible journey, building CCBS from a one-man operation to a leading independent finance boutique with a team boasting over 125 years of lending experience. We’ve supported businesses through every stage of growth – from acquisitions and management buyouts to international expansion. I’m immensely proud of everything we’ve achieved, and I’m excited to see the business continue to flourish under Graeme’s leadership and the new management team.”

The strategic move, advised by Square One Law and BK Plus, ensures the business remains independently owned and firmly rooted in the North East. Management team members received legal and financial advice from Clark Mairs and The Advisory Group, helping to secure a seamless transaction process that underpins CCBS’s ambitions for long-term growth.

Harrison added:
“While to the outside world CCBS will look very much the same, this internal evolution strengthens our ability to deliver even more for our clients. Our ethos remains firmly in place – understanding client needs and delivering exceptional funding outcomes — but with a renewed energy and shared vision for the future. With our experienced leadership team, robust network of funders, and unwavering commitment to the businesses we serve, we are well placed for another decade of success.”

Looking ahead, CCBS plans to continue expanding its presence across the North East, building on its strong reputation for client service, industry expertise, and resilience. Recent investments, including the opening of a new office in Teesside, reflect the company’s ambition to support even more businesses across the region.

Harrison concluded:
“This is a proud moment for the team. We are passionate about the future and committed to growing CCBS in a way that stays true to our culture and values, and contributes positively to the North East business community.”