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Case Studies
Case Studies
Growth doesn’t wait for your back office to catch up. Sometimes you have to build the systems after the fact.
Buyers pay more for a practice that doesn’t need you specifically. Building that takes years, not months.
More patients doesn’t automatically mean more profit. Sometimes it just means more places for margin to quietly disappear.
An existing lender saying no to more money isn’t always the end of the road. Sometimes it just means asking someone else.
A lease isn’t just paperwork to get through. It can decide how much breathing room a new practice actually has.
Being honest that a deal might not be worth doing is sometimes what leads to finding one that actually is.
The lender you’re already with isn’t automatically giving you their best offer just because you’ve stayed loyal.
Your own bank has no reason to tell you a better deal exists somewhere else.
Separating the business from the property it sits in only works smoothly if the lender sees it as one story, not two.
Lenders respond better to a clearly separated case for each facility than one application trying to justify a single number.
A single loan isn’t always the simplest answer, even when it looks like the more straightforward option on paper.
No prior experience buying a practice doesn’t mean no leverage. It just means you need someone negotiating who has both.
Not every threat to a deal comes from the numbers. Sometimes it comes from someone else’s nerves.
A tax surprise doesn’t have to mean losing the building you’ve already committed to.
“Director loan accounts” isn’t a phrase anyone thinks to worry about until it’s the only thing standing between them and completion.
For a specialist business, the premises are usually the hard part. The money is the easy part.
Sometimes the smoothest deals come down to nothing more exciting than good preparation.
Budget overruns during a property conversion aren’t rare. What you do about them is what matters.
The number a client starts with isn’t always the number they should finish with.
Most of what we write about involves six or seven figures. This one’s the deliberate exception.
Sometimes the biggest obstacle to buying a practice has nothing to do with money, and nothing a broker can fix directly either.
When an acquisition involves more than one company, the finance is rarely the part that trips people up. Working out who’s actually responsible for what is.
Buying two practices in one transaction doubles the complexity most lenders expect to see problems with. This one had none.
Two straightforward requests, a start-up loan and a refinance, turned into one genuine structuring problem the moment money needed to move between companies.
Agreeing a price is the easy part of buying a practice. What happens next isn’t always in your control.
Most practice owners never check what rate their mortgage rolls onto once the fixed term ends. This one did, just in time.
A variable rate mortgage on a £900,000 acquisition isn’t a reason to walk away. It’s a reason to ask one question first.
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