Start with the borrowing purpose
Explain how much funding is proposed, what it supports and when it is required. Distinguish working capital, equipment, acquisition spending and refinancing. The information pack should make the funding need understandable rather than present an unexplained borrowing figure.
Connect historical results with the forecast
Reconcile the latest management figures to the opening forecast balances. Explain assumptions for sales, margins, collections, supplier terms and investment. Link debt repayments to the projected cash position so the financing is considered alongside the operating plan.
Show downside assumptions openly
A slower collection cycle or lower sales can change repayment headroom. Present credible alternative assumptions and identify the actions management could take. A forecast is not a guarantee of repayment or an assurance conclusion. Lender definitions and covenant calculations need their own review.
Be clear about the engagement
This page concerns financial preparation and reporting support. It does not promise a loan, approval speed or lender acceptance. Any separate lender liaison or other specialist role must be specifically agreed. Explain deadlines, existing facilities and missing information before commissioning.
A financial pack with a clear bridge
| Component | Purpose |
|---|---|
| Latest management accounts | Shows current trading and the financial position |
| Cash forecast | Tests receipt timing, commitments and proposed repayments |
| Assumptions schedule | Explains the commercial drivers and uncertainties |
| Facility and repayment schedule | Separates interest, principal and other obligations |
| Lender request list | Identifies required outputs, definitions and recipients |
If the business is under urgent cash pressure, explain that at the outset. Identify whether separate restructuring, legal or insolvency advice is needed; a financial pack does not replace it.