Unlocking value in borrowing you already have

Close-up of two professionals reviewing financial charts and using a calculator to analyse business data and borrowing costs.

Reviewing existing borrowing can highlight where repayments, terms, and structure are no longer aligned with how the business operates today.

Unlocking value in borrowing you already have

Read time: 3-4 mins

If your business is performing well but cash still feels tighter than it should, your borrowing structure could be the reason. It is something we see often.

Not distressed businesses. Not underperformance. Just funding arrangements that have not kept pace with how the business has evolved.

In our recent Northern Insight article, we looked at how cash can become “trapped” within existing borrowing. This blog takes that a step further, focusing on what is actually happening underneath and what to do about it.

Why this matters more than most realise

Most borrowing is never actively reviewed. It is arranged to solve a problem, then left in place. Over time:

Nothing looks obviously wrong, but the effect is clear. Cashflow feels tighter than it should and flexibility starts to reduce.

This is not about fixing something broken. It is about spotting where things could work better.

How good decisions lead to inefficient structures

This situation is rarely caused by poor decisions.

More often, it comes from doing the right things at the right time:

Each piece of borrowing makes sense on its own. Over time though, they can leave a business with:

The business moves forward and the structure stays where it was.

The hidden cost: reduced flexibility

When borrowing is not aligned, the impact tends to show up gradually:

At that point, the constraint is not the business itself. It sits in the way the borrowing has been put together. Focusing only on rate misses that entirely.

What to look for

The best opportunities to review tend to sit where nothing feels urgent.

Common signs include:

These are not warning signs, but are prompts to take a closer look.

What a better structure delivers

When borrowing is properly aligned to the business, a few things change quite quickly.

Cashflow pressure eases

This comes from aligning repayments with how the business actually generates cash.

Capacity becomes available

In many cases, capital is already there within the structure. It just is not accessible in its current form.

Decisions become easier

With the right structure in place, businesses can move earlier and with more confidence.

This is where taking a broader view of the market matters.

As we covered in the Northern Insight article, staying with a single lender often limits what can be done. Looking wider tends to open up more practical options.

Why timing makes the difference

The structure itself matters. But timing often matters more.

The strongest outcomes tend to come when:

Leave it too late and the conversation becomes reactive.  If you start earlier, it becomes something you can shape.

A different starting point

For many businesses, the real question is not: “Do we need more funding?”

Ask, “Is what we already have still working as hard as it should?”

That shift in thinking is where most of the value sits.

Calculator, notebook and wooden blocks spelling “tax” and “VAT”, representing tax payments and business cashflow planning

Tax pressure often comes down to timing, not performance

Managing corporation tax without disrupting cashflow – two businesses, one challenge

Read time: 2 minutes 

Tax pressure does not tend to come from performance. It comes from timing. 

Here are two examples from two different businesses, essentially with the same challenge, a gap between when tax is due and when cash is available. 

Established food production business 

A long-standing UK food producer experiencing consistent growth moved into quarterly corporation tax payments. 

Challenge 
Funding need 

Spread a large corporation tax liability without pulling working capital out of the business 

Solution 

£260,000 tax loan over 12 months, structured to fit the business cycle 

Outcome 

Regional landscaping and maintenance SME 

A growing service-based business faced a year-end corporation tax bill with little time to act. 

Challenge 
Funding need 

Access funding quickly without disrupting day-to-day cashflow 

Solution 

£40,000+ tax facility arranged and completed within days 

Outcome 

Key takeaway 

These are two different businesses with two different situations, but the same issue underneath. 

A gap between when tax is due and when cash is available. Funding closes that gap before it becomes a problem. 

Why refer tax cases to CCBS 

  1. Access to lenders who actively support tax-led transactions 
  2. Ability to deliver in time-sensitive situations 
  3. Facilities built around how the business actually operates 
  4. Clients meet HMRC obligations without disruption
Person using a calculator and smartphone with a digital tax icon displayed, representing tax payments and cashflow management

When tax puts the squeeze on cashflow, funding keeps businesses moving

Read time: 2-3 minutes

For many business owners, tax isn’t a surprise, but the cashflow impact still can be. 

VAT drains cash across the year. Corporation tax is calculated after profits have already been put back into the business. Personal tax follows fixed deadlines that do not move with customer payments or delayed invoices. 

That’s usually where the issue sits. Profitable businesses can still feel pressure at tax time, not because anything is wrong, but because timing does not always line up. 

When tax pressure becomes a risk 

Left alone, that pressure often leads to decisions no one intended to make: 

At that point, it stops being about planning, and it becomes just about getting through a deadline. 

Funding as a cashflow lifeline 

Funding, when used properly, is just a way of managing timing. 

It can: 

It’s not about fixing a problem; it’s about dealing with a mismatch. 

Relief now, control later 

The businesses that handle this well tend to recognise the pressure points early. 

They use funding to: 

The tax bill does not go away, but it does not have to create unnecessary pressure. 

Spotting the pressure early 

This rarely arrives all at once. It tends to build in the background. 

On the surface, everything can look fine. Underneath, the gap between when tax is due and when cash is available starts to widen. The earlier that gap is spotted, the easier it is to deal with. 

What good looks like in practice 

When this is handled well, the pattern is usually similar. 

The aim is not just to get through a payment. It’s to avoid disruption and keep things running as normal. 

If tax timing is starting to create pressure, it’s usually easier to deal with it early on. 

 

Modern multi‑storey commercial office building, reflecting the type of property asset lenders remain comfortable supporting in 2026.

Commercial property assets supported by clear structure and long‑term funding strategy continue to attract lender appetite in 2026.

5 questions every property investor should be asking about their funding right now

Read time: 2 minutes

Earlier this month, we shared insights in Northern Insight on how a calmer lending landscape is reshaping investor confidence and lender behaviour. That piece focused on what lenders are looking for in 2026, how appetite is shifting and why stronger preparation is helping investors move quickly.  

Here, we’re taking the conversation a step further. 

If the article explored the market, this blog post explores the investor — the practical discussions, strategic decisions and forward planning we’re seeing among serious portfolio holders and their advisers right now.

1. “Is my current funding structure still fit for purpose?”

Many legacy loans put in place during more turbulent years no longer reflect today’s goals or opportunities. We’re seeing more investors ask whether their existing borrowing still supports the direction of their portfolio — or whether releasing equity, restructuring or consolidating could unlock new options. 

Often, the answer is yes.

2. “How do I prepare now for a maturing facility in 12–24 months?”

Early reviews are becoming the hallmark of savvy investors. Getting ahead of renewal dates gives clients more time to benchmark lenders, assess options, plan refinances and shape the wider portfolio strategy. It also creates breathing room if conditions shift later.

3. “What role should short‑term finance play in my wider strategy?”

Short‑term facilities — bridging, VAT solutions, development‑exit products — are increasingly strategic rather than reactive. They allow investors to secure opportunities quickly, manage timings and complete improvements before settling into longer‑term debt. 

Used deliberately, they can accelerate growth rather than complicate it.

4. “Where is lender appetite strongest right now?”

Every lender has its own comfort zone. Even in a more stable environment, appetite varies by asset type, borrower profile, structure and clarity of exit. Investors who understand the market — and who prepare clear, well‑structured proposals — are moving more decisively when opportunities arise.

5. “What does ‘portfolio strategy’ actually look like in 2026?” 

This year, more investors are zooming out and asking bigger questions: 

The move from loan decisions to strategy decisions is where the real value is emerging. 

The bottom line: clarity creates opportunity 

The investors gaining the most momentum this year are the ones starting these conversations early — not because they have to, but because the market finally allows it. 

If you’d like a strategic review of your portfolio or simply want to know what options might be available, we’re here to help. 

Hands pointing to charts on a tablet while another person works on a laptop displaying financial graphs in a meeting setting.

Analysing real‑time financial data helps businesses spot early cashflow pressure and funding gaps.

7 trigger points that signal it’s time to consider invoice finance 

Read time: 3 mins

Despite strong awareness of invoice finance, many SMEs remain unsure of when it becomes genuinely useful — and often, their advisors spot the strain long before the client realises a funding gap is forming. 

Our recent Northern Insight article explored why perceptions of invoice finance haven’t kept pace with how modern facilities actually operate. Building on that theme, this month’s blog looks at the seven practical trigger points that show a business may benefit from aligning cashflow more closely with its operations. 

These moments show up in different ways for SMEs and for the professional advisors supporting them — but they all point toward the same underlying issue: timing.

1. Growth outpaces cashflow 

When order books swell faster than cash arrives, the pressure becomes visible across the business. That might be hiring ahead of payment, increased material costs, or rising sales but tightening cash. 

For advisors, this is often when clients describe themselves as “busy but stretched”.

2. Payment terms create a drag 

Extended terms (45–90+ days) can create a disconnect between delivery and income. Many business owners try to absorb this, but accountants and advisors frequently hear the early warning signs long before the cash impact becomes obvious.

3. Overdraft reliance creeps in 

Overdrafts are useful for short-term smoothing — but when they become a permanent fixture of daily operations, it signals a deeper underlying issue with timing and working capital alignment. 

This is a point where both SMEs and advisors often begin questioning sustainability.

4. Supplier pressure intensifies 

If suppliers tighten payment expectations or require early settlement to secure materials or capacity, a small timing gap can quickly become operational strain. 

Realigning funding to match invoicing rhythms can reduce tension and strengthen relationships.

5. Seasonal or project-based fluctuations 

Industries with peaks and troughs often experience cashflow inconsistency. For advisors, it becomes clear when the same pattern repeats year after year. 

A flexible, invoice‑based structure helps businesses keep pace with demand—without the stop-start cycle.

6. Major contracts or operational changes create upfront strain

Large opportunities or shifts in how a business operates often introduce costs long before payment is received. These timing gaps can place significant pressure on working capital, particularly when paired with longer debtor cycles or evolving trading patterns. 

Last year, CCBS supported a UK business facing this exact challenge. Their existing lender reduced support during a period of operational change, creating immediate pressure on cashflow. By arranging a flexible invoice finance facility aligned to the company’s updated trading model, CCBS provided the stability needed for the business to move through its transition with confidence. Read the full case study here.

7. Payroll pressure increases as the team grows 

As headcount rises, payroll becomes one of the largest and most time-sensitive commitments.
Wages must be met on time, regardless of invoice timing. 

For SMEs, this can become a recurring stress point that slows decision‑making and restricts growth. For advisors, clients often hint at this indirectly — “just keeping payroll on track this month” — which usually signals that cashflow timing is out of sync. 

When funding is aligned to invoicing, payroll becomes predictable rather than a constraint. 

Recognising the signs early 

Recognising these signs early prevents unnecessary strain and keeps growth on track. For SME advisors, understanding these trigger points strengthens relationships and enables you to support clients proactively — before pressure becomes a barrier. 

Modern invoice finance is designed to be flexible, confidential and aligned to real trading cycles. When timing becomes the friction, it’s often the tool that restores momentum. 

If you’ve recognised even one of these signs, now is the ideal time to get in touch.

If any of these seven trigger points feel familiar — whether in your own business or in the clients you support — it’s worth exploring how a modern, tailored invoice finance facility could help. 

At CCBS, we cut through the noise, explain what’s possible in plain terms, and match businesses with solutions that fit the way they actually operate. 

A conversation today can prevent avoidable pressure tomorrow — and give your business, or your clients’ businesses, the confidence to move at the pace growth demands. 

 

 

Hands using a calculator and laptop while reviewing printed financial charts on a desk.

Reviewing financial metrics to support confident cashflow planning during operational change.

Case study: Using invoice finance to create stability during operational change 

Read time: 2–3 mins 

Client overview 

A long‑established UK business undergoing a period of operational transition. The company had been adapting its commercial and internal structures in response to changing market conditions and needed a funding solution that could provide stability while new processes embedded.  

The situation 

The business operated with an existing invoice finance facility from a mainstream provider. As trading patterns shifted and the company made strategic adjustments to its operating model, its lender reduced support. This created timing pressure on cashflow at a sensitive moment, when maintaining liquidity was essential to keep operations running smoothly. 

Although the company had already taken clear steps to strengthen performance and streamline costs, this change in lender appetite created an immediate need for a more flexible working‑capital structure.  

The challenge 

Several factors made it difficult for the client to secure a like‑for‑like replacement quickly: 

At the same time, the debtor book was shifting toward a higher share of export invoices, introducing additional complexity and creating a clear requirement for a provider capable of funding international debt.  

The challenge was to secure a facility that aligned with the business’s forward‑looking operational model, not the one it was evolving away from — and to do so without disruption. 

Exploring the market 

CCBS explored options across the wider invoice finance market, focusing on providers experienced in supporting businesses during periods of operational change. The priority was not just replacing the previous facility, but securing a structure that would: 

This type of scenario is common for SMEs — periods of growth, change or strategic adjustment often reveal funding structures that no longer match the rhythm of the business.

The solution 

CCBS arranged a flexible Confidential Invoice Discounting facility, sized appropriately to the client’s needs and structured to support both immediate stability and longer‑term plans. 

The new facility offered: 

Crucially, the selected funder could also support the company’s international debtor book, providing full availability against its rising level of export invoices.  

This ensured the client could maintain momentum through its operational transition without facing unnecessary pressure.  

The outcome 

The new structure delivered: 

With the right funding framework in place, the business could continue progressing its strategic plans without disruption. 

If changing conditions are putting pressure on you or your clients’ cashflow, reach out to our team — we’ll find a funding partner aligned to the future of your business.

CCBS commentary: What Rachel Reeves’ Spring Statement really means for SMEs

4 March, 2026

Read time: 4 minutes

Chancellor Rachel Reeves’ Spring Statement was deliberately low‑key, with no new tax or spending measures and a clear signal that bigger policy moves are reserved for the Autumn Budget. That domestic “calm” sits alongside a more volatile global picture, with Middle East conflict affecting supply chains, shipping and energy — factors that continue to influence inflation, sentiment and SME costs.

While the Statement avoided headline announcements, the OBR’s updated forecasts still matter: growth for 2026 trimmed to 1.1% (from 1.4%), with 1.6% expected in both 2027 and 2028; inflation easing toward the 2% target by 2027; unemployment peaking around 5.3% before gradually falling. For SMEs, that means a more predictable price backdrop, but a softer demand environment in the near term.

To help SMEs navigate this environment, we’ve broken our commentary into four key areas — each highlighting the practical implications and the actions businesses can take now.

Growth is slower — so SMEs need to generate their own momentum

With the OBR cutting near‑term growth to 1.1%, organic uplift will be harder to come by. Complicating matters, geopolitical tensions can re‑introduce cost and logistics shocks (energy, freight, lead‑times) even as headline inflation cools. Funded growth — investing in sales capacity, route‑to‑market, and productivity — becomes the practical way to move faster than the macro.

Inflation is easing — but energy & shipping keep it uneven

Forecasts point to average inflation of ~2.3% this year, falling toward 2% in 2027. That’s helpful for planning, but energy markets and global shipping remain swing factors, with analysts warning that tensions could push prices and transport costs higher at short notice. SMEs should scenario‑plan input costs and protect margins via supplier terms and working‑capital headroom.

Unemployment rising temporarily could ease hiring — while costs still bite

Unemployment is expected to peak before easing, reflecting subdued hiring demand. Accountancy commentary also notes that previous increases in National Insurance and the National Living Wage, alongside frozen thresholds, have dampened recruitment and investment appetite — meaning many firms still feel the weight of employment costs even as candidate availability improves. Balance the opportunity to upgrade teams with prudence on fixed costs.

A stable fiscal environment lets you plan with confidence

Reeves reiterated the move to one major fiscal event per year. That policy stability lowers the risk of sudden rule changes and gives SMEs a clearer runway for capex, refinancing, premises moves and technology upgrades — while remaining mindful that global events can still ripple through energy and logistics.

Where CCBS can support (three practical steps SMEs can take now)

SMEs face softer growth, intermittent cost spikes (energy/shipping), and shifting labour dynamics. The upside is a predictable policy calendar and improving price stability — a good platform to act decisively.

1. Strengthen working‑capital resilience

Manage late payments, seasonality and cost swings through clearer credit control, supplier terms and flexible working‑capital solutions such as revolving lines or selective invoice finance.

2. Fund productivity & capacity improvements

Use asset finance for equipment or automation, or structured tech funding, so productivity investments still deliver returns even in a 1–2% growth environment.

3. Bring forward expansion and project‑based investment

Plan for growth ahead of a firmer 2027–28 outlook, using project finance that allows you to scale up without over‑committing fixed costs.

Even in a mixed environment, there are practical moves businesses can make now. CCBS is here to help you prioritise, plan and fund the actions that matter most.

Sources used

The Standard (Evening Standard)
Spring Statement 2026: Key points from Rachel Reeves’ economic update to MPs
https://www.standard.co.uk/news/politics/spring-statement-2026-key-points-rachel-reeves-b1273258.html

CNBC
UK finance minister Reeves delivers the Spring Statement
https://www.cnbc.com/2026/03/03/uk-spring-statement-rachel-reeves-uk-economy-uk-budget.html

MoneyWeek
Rachel Reeves’s Spring Statement – live analysis and commentary
https://moneyweek.com/economy/news/live/rachel-reeves-spring-statement-2026

LBC
What did Rachel Reeves announce in the Spring Forecast 2026?
https://www.lbc.co.uk/article/what-rachel-reeves-spring-statement-5HjdTmq_2/

Bishop Fleming
Spring Statement 2026 summary: what you need to know
https://www.bishopfleming.co.uk/insights/spring-statement-2026-summary-what-you-need-know

Money to the Masses
Spring Statement 2026 roundup – Key points at a glance
https://moneytothemasses.com/news/spring-statement-2026-roundup-key-points-at-a-glance

GOV.UK (HM Treasury)
Spring Forecast 2026 speech
https://www.gov.uk/government/speeches/spring-forecast-2026-speech

Metro
What to expect when Rachel Reeves delivers her spring statement today
https://metro.co.uk/2026/03/03/expect-rachel-reeves-delivers-spring-statement-today-27202121/

BBC
No new tax rises in Spring Statement, but don’t be fooled – tax bills are still rising

https://www.bbc.co.uk/news/articles/cj6dwg4deewo

A yellow excavator digging on a construction site beside a partially built steel-framed structure.

A yellow excavator carrying out groundwork beside a steel-framed building under construction.

Case study: Using short‑term secured lending to create flexibility during a complex refinance 

Read time: 2-3 mins

When a company faces restrictive funding conditions but isn’t ready for a full refinance, the right short‑term option can provide essential breathing space. This short‑term secured lending case study explores how a business used a flexible interim facility to ease cashflow pressures, avoid unnecessary redemption costs, and create a smoother pathway toward long‑term refinancing.

Client Overview 

A long‑standing North East client navigating the after‑effects of an earlier management buyout and seeking greater flexibility within its existing funding structure. 

The Situation 

The client had previously completed an MBO supported by a set of facilities arranged at the time. As market conditions tightened toward the end of 2023, the structure that once worked well began to feel restrictive. The knock‑on impact of a challenging trading period continued well into 2024, creating a difficult backdrop for attempting any major refinancing activity. 

With redemption fees making a full restructure commercially unviable, the business needed a practical, short‑term solution that would ease immediate pressures while keeping long‑term options open. This is a common real‑world scenario where short‑term secured lending provides essential breathing space. 

The Challenge 

The client wanted greater flexibility, but the timing wasn’t right for a full refinance. Trading performance had dipped, making the traditional route harder to secure—and triggering redemption on the current facilities would be costly. The key challenge was finding a way to adapt the structure without destabilising the existing arrangements or incurring unnecessary fees. 

Exploring the Market 

Rather than force a full refinance prematurely, we explored whether the existing lender could offer a more flexible interim structure. The objective was to relieve short‑term pressure, strengthen the client’s position, and set up a smoother transition to a longer‑term facility when market conditions improved. 

This approach mirrors a common STSL use case: bridging between “what works now” and “what will work better later,” without creating additional financial strain. 

The Solution 

We negotiated directly with the existing funder to agree a more workable structure that met the client’s needs: 

The lender agreed to allow the refinancing of the property loan originally taken at the time of the MBO. Initially, this has been structured on an interest‑only basis to give the business immediate flexibility and conserve cashflow. 

Over the next 12 months, the plan is to transition this into an amortising commercial mortgage once trading performance recovers and the timing is more favourable. 

The Outcome 

The business gained the flexibility it needed—without paying redemption penalties or being forced into a full refinance at the wrong time. 

The interest‑only structure gives the client room to stabilise, rebuild momentum, and prepare for a longer‑term funding arrangement when the trading picture and cost profile are more aligned. 

For more examples like this, explore our Latest Deals Page.

Why It Matters 

This case is a strong real‑world example of why short‑term secured lending exists: it creates breathing space when a business needs an interim solution, not a long‑term commitment. For wider guidance on business finance and funding options, visit the British Business Bank.

When timing, trading performance, or costs make a full refinance unviable, a short‑term secured facility can act as a bridge—allowing the business to regain stability, preserve cash, and transition at the right moment instead of the forced moment. 

Two people in business attire shaking hands across a desk with documents, a laptop, and a tablet.

A handshake between professionals finalising an agreement in a modern office setting.

Read time: ~3 minutes 

5 real‑world scenarios where short‑term secured lending makes all the difference

Short‑term secured lending is one of the most flexible and practical funding options available to UK businesses—but many owners aren’t aware of how useful it can be. It isn’t a last‑resort product; it’s a fast, reliable solution that helps healthy, growing SMEs keep momentum when timing really matters. 

Here are five everyday scenarios where short‑term secured lending can be the perfect fit. 

1. When cashflow is tight and timing is against you

Even well‑managed businesses hit timing issues: a late invoice, a seasonal dip, or an unexpected cost. A short‑term secured facility allows you to unlock capital quickly against property or another asset, so you can cover essentials like payroll and suppliers without disruption. 

Scenario: A manufacturer waiting on a large receivable uses a short‑term secured loan to bridge 60 days, repaying when the invoice lands. 

2. When an opportunity won’t wait 

Opportunities rarely wait for slow underwriting. Short‑term secured lending helps you move decisively on bulk stock discounts, equipment purchases, or a property deal—so you don’t miss out. 

Scenario: A retailer uses a property‑backed facility to buy discounted inventory ahead of peak season, improving margins. 

3. When an unexpected liability appears

Large, unexpected liabilities can strain cashflow and cause knock‑on issues. Short‑term secured funding lets you settle HMRC commitments on time, avoid penalties, and protect your credit profile—without draining working capital. 

Scenario: A consultancy receives an unexpected VAT adjustment and uses a short‑term loan to settle it promptly, keeping operations smooth. 

4. When you need to start property works now

Refurbishments and repairs often need to start before long‑term finance is finalised. Short‑term secured lending can provide funds upfront, help maintain timelines, and protect asset value. 

Scenario: A company refurbishes a commercial unit using a facility secured against another property, increasing future rental income. 

5. When you’re bridging to a known future event 

Sometimes the long‑term solution is already in motion—but not ready yet. Short‑term secured lending acts as a bridge, letting you complete now while you wait for a refinance, sale, or completion event. 

Scenario: A business completes a management buy‑in using short‑term secured funding while the longer‑term bank facility goes through underwriting. 

How Short‑Term Secured Lending Works  

The Bottom Line 

Short‑term secured lending gives businesses something invaluable: speed, certainty, and breathing space. Whether you’re navigating a short‑term challenge or acting on a time‑sensitive opportunity, it’s a practical tool that helps you stay agile and keep moving forward—without committing to long‑term debt before you need it. 

Ready to explore whether short‑term secured lending could support your plans? 

If you or a client has a time‑sensitive opportunity, an unexpected cost to manage, or simply want to understand options, our team is here to help. 

Get in touch and we’ll walk you through what’s possible — quickly, clearly, and with the right solution for your business or client. 

 

 

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