THE FINANCING QUESTION
When this becomes relevant.
Start with the business circumstance, rather than choosing a product in advance.
- A company’s working-capital needs are closely tied to receivables and inventory.
- An existing facility no longer fits growth, seasonality or customer concentration.
- Management needs to understand borrowing-base pressure before it becomes a liquidity event.
- A refinancing requires coordination across multiple asset classes and lien positions.
THE ASSESSMENT
What we examine.
These considerations shape the financing discussion and the information required for a meaningful review.
| Review area | What matters |
|---|---|
| Eligible collateral | Receivable aging, debtor concentration, inventory categories, obsolescence and asset ownership. |
| Availability mechanics | Advance assumptions, ineligibles, reserves, seasonal movements and reporting frequency. |
| Control & priority | Existing liens, field examinations, collateral monitoring, cash control and intercreditor requirements. |
THE STRUCTURING PERSPECTIVE
A plan that fits the situation.
We assess both collateral support and operating viability. A facility may offer a large headline commitment while actual draw availability varies with eligibility and reserves. That distinction belongs in the financing plan and cash forecast from the beginning.
TRANSACTION READINESS
What to prepare.
Begin with a concise overview. Detailed and sensitive records follow through an agreed delivery method.
- Detailed receivables and inventory reports, asset schedules and lien information.
- Current financial statements, cash forecasts and borrowing-base reports if available.
- Existing facility documents, covenant reporting and any lender notices.
The document list is indicative. The agreed service role, lender requirements and transaction circumstances determine the final package.