In the order we do it.
And the relationship is transactional: the lender hears from the company at renewal and when something is wrong.
We prepare the credit package the way a credit committee reads it: the business case first, the risks named by us before they are found, and the numbers reconciled to the statutory accounts so nothing has to be explained away.
Every covenant is modeled against the forecast before it is agreed, including the downside. If a proposed covenant breaks under your own base case, that is the negotiation, and it happens before signature rather than after.
Then the relationship is run rather than endured: reporting on time every period, compliance certificates filed early, and a call before bad news rather than after. Lenders price uncertainty. Removing it is worth basis points.
What you can do afterwards that you cannot do now.
Walk into a lender meeting knowing what they will ask.
Understand what the term sheet in front of you actually costs across its life, not just its headline rate.
Renew without drama.
Your CFO does not do this alone.
With a named controller alongside them, a named backup on every seat, and the specialist bench behind both — all inside one fixed monthly fee.
The situations that route here.
“My lender is asking for more than I can give them”
Nobody needs all of it at once.
The diagnostic decides which two or three matter first in your business, and you keep that assessment either way.
Tell us what your month looks like. We will tell you whether this is the first thing to fix.
One hour on your business, with the CFO who would hold the seat rather than a salesperson. Nothing to prepare and nothing to sign. A written note back within two working days saying what we heard and what we would look at first.