Based on the details you have provided, you may be eligible for a bridging loan at the following rate:
To take advantage of this rate, speak to a bridging specialist for a personalised quote today.
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It is important to note that there are no monthly payments made on this loan. This is an indication of how interest rolls up on a monthly basis. You will only pay up to the day you redeem the loan. The 12 month term is purely an allowance, should you require it.
There will be some additional professional costs that we have not provided an estimate for at this stage because these costs will vary based on the lender.
Note: This is an indicative calculation based on the limited information provided. Any figures displayed will be subject to change based on your scenario, lender’s approval and due diligence.
The process for arranging your finance can be turned around quickly. We will be in touch shortly however, should you wish to discuss in the meantime, please do contact us on 0117 457 4666 if you have any questions.
Work with one of our qualified bridging brokers to find the best solution for your needs.
We’ll guide you through the application process to maximise your chances of securing your loan.
We will keep you in touch with any development up until a decision is made about your loan.
Success StoriesWhether you're looking to use a bridging loan to buy your dream home or to finance your next property investment, you're in safe hands. When it comes to bridging finance, we have helped 1000s of customers secure the best rates and terms for their unique situation.
We were approached by an LLP (Limited Liability Partnership) consisting of 4 people, who’d previously purchased an HMO using a bridging loan, and now needed to refinance.
They had used bridging finance to secure the property because it was uninhabitable at the time, and therefore unmortgageable. However, they’d since invested £50k of their bridging funds into renovating the property, and would shortly be getting tenants in.
So, needless to say our clients were keen to refinance onto a buy to let mortgage as soon as possible.
They needed a mortgage of £300k for the £400k property, however, their options were limited because:
Our client had spoken to estate agents to get a good idea of the potential rental value for the HMO, and we were able to put these to a specialist buy to let mortgage lender.
Despite the challenges of securing an HMO mortgage as an LLP, it’s entirely possible if you speak to a specialist broker with the right market knowledge and industry connections. Unfortunately, if you go it alone, you’re likely to hit roadblock after roadblock, because specialist lenders in this market are difficult to find – in fact, some of them only accept applications through brokers.
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Our client was a portfolio landlord looking to remortgage 18 BTL properties currently financed under a single mortgage.
They had a large portfolio of 50 properties in total, with ownership split between two limited companies.
But to get more autonomy over their borrowing, they wanted to refinance 18 of the properties (all owned under one ltd company) separately to provide them with:
This was an extremely complex case – not least because there were 18 mortgages to arrange, but also, they all needed to be completed on the same day.
Why?
The 18 properties were all currently financed by one loan, so the current provider would need to be completely repaid on the same day, or the deal wouldn’t go through.
This meant all 18 mortgages had to be agreed and ready to go in synchronisation.
And on top of this, if you’re a portfolio landlord, you’ll know when a lender runs an affordability test against you for a new mortgage, they need to account for all the other properties in your portfolio.
For our client, this meant an additional 49 properties and mortgages needed to be stress-tested for each of their 18 applications.
Wondering how much paperwork went into this case? Hint: More than you could possibly imagine...
And this wasn’t the only complication…
The properties were a jumble of HMOs, single lets, freehold and leaseholds. And some were situated in close proximity to commercial units (such as pizza shops and nightclubs, which many lenders don’t like).
This meant we couldn’t approach the same lender for all 18 mortgages because:
a) No single lender was fully equipped to handle each unique ownership and rental structure
b) Even if they were, it would be more expensive for one lender to compromise on all the quirks of each case
Finally, there were the valuations.
Our client had provided estimates on each property’s value and projected rental income, and we’d based their borrowing potential on these figures (with some leeway).
But the lender valuations were coming back lower than expected across almost all the properties.
And so were the rental estimates.
So, each time a valuation came back, we needed to revisit the clients’ LTV (loan to value) and borrowing potential and re-strategize.
First was the matter of organisation. We had to ensure our clients’ solicitors received funds from 18 mortgages on the same day.
They then consolidated the funds and repaid the original lender – again, on the same day.
Our broker worked tirelessly to liaise with all parties and ensure everybody was on the same page, ironing out the hiccups along the way.
And to maintain efficient communication with the client, we created a shared master spreadsheet they could refer to on a daily basis for live updates instead of spending hours on the phone.
“I could spend 3 hours on the phone with the client providing strategy and case updates, and I still wouldn’t cover everything – it just wouldn’t be efficient” - George Abouzolof, Senior Finance Broker
Fun fact: our broker sent over 200 emails to different parties for this one case.
Because of the unique nature of each property, we split our clients’ 18 loans between 3 different lenders.
This meant we could keep costs low, as each lender was comfortable with the slice of the property portfolio they were handling.
As more valuations came back, it became apparent our client wasn’t going to reach the level of borrowing they needed. But we agreed upon a solution to compromise: top slicing from their other property portfolio.
In this case, top slicing refers to taking the excess income from any other buy to let(s) and applying it to your affordability.
So, any rental income from the clients’ second portfolio greater than their mortgage repayments could be added to their income – topping up their borrowing power.
Again, it required a lot of negotiation and contextualising from our broker, but we got it done.
The takeaway?
We don’t shy away from large and complex cases.
And when we see value for a client, we follow through on it.
And for this client, they’ll save thousands on their mortgage repayments over time – and the new level of flexibility they have over their debt only compounds this.
If you’re a portfolio landlord looking to refinance some or all of your properties, speak to us today.
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Our client, a thriving healthcare business with multiple sites across the UK, approached us seeking a £400,000 commercial mortgage to purchase their Bristol office, which they were currently leasing. They already owned properties in London and Birmingham.
Initially, they had received high-interest rate quotes due to the relatively small loan size, and approached us for a bespoke comparison of their options.
However, after initial dicussions, our team recognised that this presented an opportunity to review and optimise their overall property finance strategy.
After a comprehensive analysis of their property portfolio and existing debt, we proposed a strategic restructuring of their commercial mortgage finance:
This approach would result in:
The final terms were:
We also knew our client’s requirement was attractive to lenders, thanks to the large loan size and relatively low loan-to-value, so we were able to pitch the best offers from each lender against each other.
The entire refinancing marked close to a 2.5% reduction in the interest rate they’d be paying on their debts over the 15-year term; a saving that itself would cover the entire monetary cost of purchasing the Bristol office.
By taking a holistic view of our client's property finance needs, rather than simply fulfilling their initial request, we were able to deliver a solution that not only met their immediate needs but also:
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Our client, a thriving haulage business based in Essex, approached us seeking £200k in working capital finance.
Initially, they were unsure about the best financing option for their needs – from asset finance to an unsecured business loan to refinancing their commercial property – so, they approached us for advice.
During discussions with our advisers and upon examining their business structure, we identified the cheapest, most flexible, and generally most suitable product would be invoice finance, thanks to the company having roughly £900k in debtors.
Their outstanding invoices, under standard payment terms, wouldn't be converted to cash for at least 90 days. So, the debtor book presented an ideal scenario for invoice finance, a solution that could potentially unlock more capital than the client initially sought and with a fast turnaround.
This approach would allow them to release up to 90% of their sales ledger value, providing far more than the £200k they initially requested.
This approach would allow them to release up to 90% of their sales ledger value, providing far more than the £200k they initially requested.
To ensure we secured the best possible terms:
Based on our recommendations and the client's preferences, we secured an excellent invoice finance facility:
The funds were earmarked for various aspects of the haulage firm's operations, including:
This case study highlights the importance of expert financial advice in identifying the most suitable funding solutions.
Our client was able to unlock significant working capital, supporting their current operations and laying the groundwork for future growth in the haulage industry.
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A recruitment company based in Birmingham faced a significant strain on cash flow due to payment delays from clients and increased contractor costs after a recent expansion. Short on capital, the client reached out to us in search of a financing solution.
The client’s debtor book (accounts receivable) showed that there was £100K in unpaid debt. In need of cash in a short timeframe, our broker recommended invoice discounting to acquire the cash the business needed in a short period.
Our broker reached out to a variety of lenders, demonstrating the strength of the recruitment company’s financial record and conveying that the debtor book is legitimate.
After consultation and a short waiting period, our broker selected a terrific lender who offered 85% of the debtor book’s value, with transparent fees to ensure that the client knew precisely how much they were paying.
In less than one week, the client had received 85% of the debtor book’s value, and once the remaining debt was paid by the debtors, the fee for the lender was extracted from the remaining 15% and the rest was returned to the client.
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