A senior banker on every deal, from the first call to the close.
The lender package in 1 day once the documents are in. At least 7 days by hand.
Nothing goes to a lender without your approval, and no lender learns your name until you approve it.
Compare the complete exit
Pay off
Principal, accrued interest and any exit charges
Replace
New proceeds, fees and repayment schedule
Compare
Cash paid and debt still owed at the same future date
Release
Existing liens, guarantees and related obligations as agreed
Payment relief and total savings are separate questions. Extending the repayment term can reduce the payment while increasing the total cost.
The financing decision
For companies with $10M to $100M+ in revenue.
A structure built around your business.
Refinancing replaces existing debt with a new facility; a recapitalization changes the mix of debt and equity, often to return capital to owners or buy out a partner. Either can address a coming maturity, covenants the business has outgrown or a bank that no longer fits. The decision depends on the cost of leaving, the cost of the new debt and the cash left to operate. We compare staying and refinancing over the same period, size any distribution against what the business can carry, and identify the releases and consents the new lender needs to close.
Before the file goes to market
We reconcile the debt schedule to agreements and dated payoff letters. Early-payoff premiums, call protection, accrued interest and transaction expenses all belong in the comparison before a new rate is judged attractive.
The new debt must work with current earnings, investment plans and the likely ownership horizon. We test coverage, maturity, covenants and the balance still outstanding when you expect to sell or refinance again, including after any distribution to owners.
Existing liens, cross-collateralization and guarantees need to be mapped. We identify the payoff and release requirements for review with the lenders and counsel so an unresolved obligation does not surface at closing.
Compare the structures
Where it can fit
A business whose current earnings and balance sheet support conventional replacement debt.
What to examine
Include required amortization, guarantees, covenants and the practical cost of moving the banking relationship.
Where it can fit
A business whose earnings support more debt than it carries, where the owners want to take capital out or buy out a partner without selling.
What to examine
Size the distribution against a downside case. Covenants, amortization and tax distributions still have to fit the plan.
Where it can fit
A transaction requiring a structure or flexibility the current bank cannot provide, with a supportable repayment case.
What to examine
Include upfront fees, call protection, cash interest and any deferred interest in the full cost and maturity analysis.
Where it can fit
The debt is funding a recurring working-capital need that eligible assets or cash flow can support.
What to examine
Calculate availability after the existing lender is paid. The new facility must leave usable cash for operations.
Structures depend on the business, transaction and lender requirements. Federal Reserve SR 13-3: Interagency Guidance on Leveraged Lending
Why run a process
Save on time and costs.
Once the documents are in, software builds the financing model, the lender presentation and the blind teaser in a day; by hand the same package takes at least a week. A senior banker checks every page, so you are not paying for analyst hours. Lenders that fit see the teaser first, and you approve each one by name before it learns who you are. Your banker compares the term sheets and negotiates to close.
These documents move the work forward. You can start the conversation before the file is complete; your banker tells you what is missing.
A confidential first conversation: what the capital is for, and what the package will need.
Before you start
Go deeper
A recapitalization lets owners take money out of a company they intend to keep running. The question is not whether a lender will do it, but how much debt the business can carry once the cash is gone.
Private credit lends where banks will not: more leverage, looser covenants, a harder year. It charges for that, so the move makes sense only when what you gain is worth more than the higher price.
A balloon is a refinancing written into the loan on day one. The owner who starts early chooses the next lender; the one who waits takes whatever terms are left.
A covenant breach is a default even when every payment has been made. What happens next depends largely on how early, and how, the borrower tells the lender.
Staying with the current lender is often the cheapest way through a maturity. Whether the bank offers a full renewal or a short extension tells you what it thinks of the loan.
A refinance can lower the payment, lower the total cost, or both. It can also lower the payment while raising what the debt costs over its life. The arithmetic below separates the two.
A confidential first conversation about a refinancing, an acquisition, growth capital or a sale.