Banking, run like a profession.
Banking is a specialised domain in its own right. Large corporates staff a treasury desk for it. We give small and mid-sized companies the same capability — without the headcount.
The same lender, two very different conversations.
A dedicated treasury desk
Established firms run a treasury department reporting into the CFO. Information flows smoothly, covenants are tracked, and relationships with financial institutions are managed deliberately.
Banking as an extra duty
Banking usually lands on the accounts team, alongside everything else. Compliance slips, data goes out late, and negotiating leverage quietly erodes. We fill that role as your Banking as a Service partner.
Six things we take off your desk.
Compliance management
Timely submission of financials, limit renewals and quarterly reporting — plus adherence to banking covenants and inspections.
Negotiation
Securing favourable interest rates and fees, and non-financial terms such as collateral arrangements and cash margins.
Trade & transaction advisory
Guidance on specific banking transactions, overseas trade structuring and foreign direct investment compliance.
Debt management
Evaluation of the existing debt structure to optimise working capital facilities against how the business actually operates.
Collateral management
Assessment and negotiation of collateral across multiple lenders, including pari passu arrangements.
Relationship management
Regular, structured communication with bank officials on business performance and service improvements.
Capital, matched to the plan.
Treasury work is about optimising capital and knowing exactly how much funding the business needs to hit its objectives — before the need becomes urgent.
See capital raisingBusiness goals and outlook
Understanding management’s objectives and growth projections before any number is modelled.
Financial budgeting
Detailed budgets with gap analysis between capital required and capital available.
Capital raise strategy
A fund-raising plan across debt, equity and alternative financing routes.
Working capital optimisation
Limits aligned to real requirements through receivables and inventory analysis.
Cost of capital evaluation
Regular assessment of financing costs across sources, with efficiency proposals.
Better financial decisions
Analysis that supports major management calls on where funds get deployed.
Project cost estimation
Comprehensive CAPEX and OPEX breakdowns to support project funding.
Let’s review your current facilities.
We’ll look at your limits, covenants and pricing, and tell you where the slack is.