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

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. 

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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  

 

 

A man in a hard hat walking through a busy factory floor, representing manufacturing operations and cashflow continuity.

A manufacturer keeping production moving during a period of tight cashflow.

Case Study: A flexible cashflow solution for a UK manufacturer

Read time: 3 minutes

When timing slips — whether through delayed funding or postponed customer payments — even strong manufacturers can feel the pressure. This case study shows how a working capital solution for a manufacturer enabled a UK business to bridge a six‑month cashflow gap and keep operations moving during a crucial period of growth.

Client Overview 

A long‑established UK manufacturer expanding its operations internationally. 

The Situation 

As the business completed the acquisition of an overseas site, the bank facility intended to support the purchase was unexpectedly delayed. To keep the deal moving, the business used its own cash reserves. At the very same time, several major project payments shifted into the following quarter. 

On paper, nothing was wrong — demand was strong, production was steady, and the pipeline was healthy. But the timing of outflows versus inflows created a six‑month cashflow gap that couldn’t be ignored. 

The Challenge 

The company needed around £300,000 to bridge the gap and keep day‑to‑day operations running smoothly. The Finance Director was clear: the business needed funding quickly, but it also needed the freedom to repay as soon as the delayed bank facility completed. Any lender applying early‑repayment penalties would instantly be ruled out. 

Exploring the Market 

We went out to market straight away. A number of lenders responded quickly, but the details didn’t align with the brief. Some offered less than the required amount, while others were willing to cover the full figure but only with conditions that would penalise an early exit — exactly the opposite of what the client needed for a short‑term bridge. 

Rather than taking the closest option, we widened the search. The business was fundamentally strong, and we knew there were lenders who specialised in flexible, short‑term working capital when the need was purely timing‑related. 

The Solution 

We identified a funder that could deliver precisely what the business needed: 

After working closely with the client to prepare the necessary financial information, we secured a £325,000 working‑capital facility — their original £300k requirement plus a small uplift that allowed for a sensible operational buffer. Funds were released ahead of any pressure on suppliers, staff, or production. 

The Outcome 

The working‑capital line allowed the manufacturer to maintain normal operations without compromise. Suppliers were paid on time, staff remained secure, and expansion activity stayed on track. When the bank financing eventually came through, the business repaid the working‑capital facility immediately — exactly as planned and without any penalty or added cost. 

Why It Matters 

Manufacturers often face cashflow challenges driven by timing, not performance. Materials, machinery, and people must be paid on fixed schedules, while revenue often depends on milestones and client‑side delays. A short‑term funding gap isn’t unusual — what matters is how it’s managed. 

In this case, a flexible, penalty‑free working‑capital solution ensured the business could continue growing confidently, even when timing wasn’t on its side. 

See more of our client Deals here.

 

 

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.  

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…