Business loans: your questions answered

Most unsecured business lenders size a loan against turnover rather than assets, commonly to a share of monthly or annual revenue. On our panel, unsecured facilities generally run from around $5,000 to roughly $500,000, with larger amounts usually requiring security or stronger financials. The actual figure depends on your trading history, cash flow, existing commitments and credit profile. We can tell you the realistic range for your business before any application is submitted, but no amount is guaranteed until a lender approves it.

A business loan advances a fixed amount that you repay over a set term. An overdraft is a limit attached to a transaction account that you draw on and repay as needed, with interest charged only on the balance used. A loan suits a defined purchase or a one-off cost; an overdraft suits timing gaps between paying suppliers and being paid. Overdrafts often carry a line fee whether or not you draw the limit, so compare the total cost of holding the facility.

Yes, acquisition finance is available, though lenders assess it more closely than a working capital loan. They typically want the target business financials, the sale contract, a handover plan and evidence you have relevant experience. Goodwill on its own is difficult to lend against, so many deals combine a cash deposit, vendor finance and a loan secured by property or the acquired assets. Franchise purchases are often assessed against the franchisor system rather than the individual site.

No. An unsecured business loan can still require a personal or director’s guarantee. A guarantee may make you personally responsible if the business cannot repay the loan. We explain the lender’s security and guarantee requirements before you decide.

Timing depends on the lender, your application and the documents available. Tell us your deadline so we can explain the likely timing and what is needed to move forward. Funding is subject to lender approval and completion of any conditions.

We can review options for ATO debt and existing business borrowing. We look at your current repayments, cash flow and lender requirements, then explain any options available and their costs. Refinancing may change the term and total amount you repay.

A business line of credit gives you an approved limit you can draw on whenever you need funds, and you only pay interest on the amount you have drawn. Repayments reduce the balance and free up the limit again, so the facility revolves rather than running down like a term loan. Most facilities are reviewed every 12 months. Funds are usually transferred to your business account the same or next business day, which is why lines of credit are commonly used for wages, stock, supplier payments and timing gaps between paying and being paid.

A business overdraft is attached to your everyday transaction account and is usually offered by your bank, while a business line of credit is a standalone facility that can come from a bank or a non-bank lender. Both are revolving and both charge interest only on what you use. Non-bank lines of credit are typically approved faster from bank statements and are often available without property security, whereas bank overdrafts tend to require more documentation but can be cheaper. Your broker compares the total cost of each, including line fees, before you decide.

Choose a line of credit when your funding need rises and falls, and a term loan when you need a set amount for a one-off purpose. A line of credit suits seasonal businesses, project-based work and cash-flow timing because you draw only what you need. A term loan suits a defined cost such as a fit-out or a vehicle, because it gives a fixed repayment schedule and often a lower rate. Many businesses run both: a term loan for the big purchase and a line of credit as a working buffer.

Unsecured lines of credit from non-bank lenders are commonly approved within 1 to 3 business days once bank statements and identification are provided, and drawdowns are usually paid the same or next business day. Bank facilities and secured lines take longer because they need financials and, where property is involved, a valuation. Tell your broker your deadline and they will explain which lenders can meet it.

Invoice finance lets you draw an advance against unpaid customer invoices, typically 80 to 90 per cent of the invoice value, within 24 to 48 hours of issuing the invoice. When your customer pays, the financier releases the remaining balance less their fees. It turns money you have already earned into working capital without waiting 30, 60 or 90 days for payment. It is used by businesses that sell to other businesses on payment terms, such as wholesalers, labour hire, transport and manufacturing.

With invoice factoring the financier manages your sales ledger and collects payment from your customers, who are usually told about the arrangement. With invoice discounting you keep control of collections and the facility can be confidential, so customers pay you as normal. Factoring suits smaller businesses that want the collections handled; discounting suits businesses with an established credit control process. Both advance funds against the same invoices, and the cost and eligibility differ between lenders.

Only if you choose a disclosed facility. Confidential invoice discounting is widely available in Australia and your customers continue to pay you directly, with no notice on the invoice. Disclosed factoring notifies customers to pay the financier, which some businesses prefer because collections are handled for them. Your broker explains which lenders offer confidential facilities and what each requires, such as a minimum turnover or an established ledger.

It depends on whether the facility is recourse or non-recourse. Most Australian invoice finance is recourse, meaning if a customer has not paid after an agreed period, commonly 90 days, you repay the advance or replace the invoice with another. Non-recourse facilities include debtor protection so the financier carries the loss for approved customers, at a higher cost. Your broker explains the recourse terms and the concentration limits before you sign.

Invoice finance is an advance against money you are already owed rather than a term loan, so there is no fixed repayment schedule; the invoice settles the balance when the customer pays. The facility limit grows with your sales, which is why it suits fast-growing businesses. How it appears on your balance sheet depends on the structure, so ask your accountant. Lenders register their interest in your receivables on the PPSR, which can affect other borrowing secured by the same assets.

Both options exist. Selective or single-invoice finance lets you fund one large invoice when you need to, with no ongoing commitment, and is useful for occasional cash-flow gaps. Whole-of-ledger facilities finance all eligible invoices continuously and usually cost less per invoice because of the volume. Which is better depends on how often you need funding and how concentrated your customers are. Your broker compares lenders that offer each structure.

A business overdraft lets your transaction account go below zero up to an approved limit, so you can pay wages, suppliers or the ATO before customer payments arrive. Interest is charged daily only on the overdrawn balance, and every deposit into the account reduces what you owe. There is no fixed repayment schedule; the facility is reviewed each year and stays available as long as the account is conducted well. It works as a standing buffer rather than a loan you draw once.

Yes. Several non-bank lenders in Australia offer overdraft-style facilities that link to your existing business account and approve from bank statements, often within a few business days and without property security. They are usually quicker and simpler than a bank overdraft but tend to cost more, and limits are lower. Banks require more documentation and take longer, but price more sharply and offer larger secured limits. Lyft Money compares both so you see the total cost side by side.

Once a year the lender checks that the business is still trading well and that the account has been conducted within the limit. It may ask for updated financials or bank statements. The limit can be renewed, increased, reduced or, rarely, withdrawn if conduct has been poor. Because an overdraft is technically repayable on demand, keeping the account in good order through the year matters more than with a term loan. Your broker can handle the review paperwork.

Yes. Covering a BAS or PAYG payment, wages or a supplier invoice before customer payments arrive is exactly what an overdraft is for. Lenders expect the balance to swing back into credit regularly, though; an overdraft that sits permanently at its limit signals a longer-term funding need, and a term loan or a structured ATO payment arrangement is usually cheaper for that. Your broker helps you match the facility to the pattern of the gap.

A secured business loan is a term loan backed by an asset the lender can claim if the loan is not repaid, most commonly residential or commercial property, and sometimes equipment, vehicles or a general security agreement over the business. Because the lender’s risk is lower, secured loans offer larger amounts, longer terms and lower rates than unsecured lending. They suit established purposes such as expansion, refinancing, buying premises or consolidating debts, rather than urgent short-term gaps.

Residential property is the most widely accepted security and attracts the best pricing, followed by commercial property. Some lenders also take unencumbered equipment, vehicles or trucks, term deposits, or a general security agreement over all business assets. The lender values the security and lends a proportion of that value, typically up to 80 per cent for residential property and less for commercial property or equipment. Your broker matches the security you have to lenders that accept it.

Yes, and it is the most common form of security for small business borrowing in Australia. The lender takes a mortgage over the home, usually behind your existing home loan as a second mortgage or by refinancing the home loan and adding the business borrowing. The equity available is generally the property value less existing loans, up to a lending limit of around 80 per cent. Using your home puts it at risk if the business cannot repay, so your broker explains the implications and any alternatives before you proceed.

Allow two to six weeks. The lender needs a valuation of the security, which takes one to two weeks for residential property and longer for commercial, then reviews financials and prepares mortgage documents. Non-bank lenders can be faster, sometimes within a week where a recent valuation exists. If the funding is urgent, your broker may arrange a short-term unsecured facility first and refinance it into the secured loan once it settles.

Yes. Consolidating several short-term unsecured facilities, equipment loans or an ATO payment arrangement into one secured loan is a common use, because it replaces high-rate, short-term repayments with a single lower repayment over a longer term. The total interest over the life of the new loan can still be higher if the term is much longer, so your broker shows the monthly saving and the total cost side by side before you decide.

The lender can enforce its security, which for property means the right to sell it to recover the debt after formal default steps and notice periods set out in the loan agreement and in law. Any guarantors are also liable for a shortfall. In practice lenders prefer to work out a solution first, so contact your broker or the lender as soon as trading changes. Understanding this before you sign is exactly why your broker explains the security and guarantee terms in plain English.

Business acquisition finance is a loan to buy an existing business, buy out a partner or acquire a competitor, assessed largely on the target business’s financial history rather than only on yours. Lenders review the last two to three years of the target’s financials, the sale contract and the price, then fund a proportion of the purchase, with the balance coming from your contribution and sometimes vendor finance. Repayments are structured so the acquired business’s cash flow services the debt.

Lenders in Australia commonly fund 50 to 70 per cent of the purchase price of an established business on an unsecured or goodwill basis, and more where property is offered as security or where the business is in a sector with strong lender appetite such as pharmacies, childcare, accounting practices or franchises with a recognised brand. Buyers are expected to contribute the balance, often 30 to 50 per cent, from savings, equity or vendor finance. Your broker explains what your target and contribution can support.

Yes. A partner or shareholder buyout is financed on the same basis as an acquisition: the lender assesses the business’s cash flow and the price being paid for the departing partner’s share. Because you already run the business, lenders view these favourably, and the business itself or its assets often provide the security. A valuation of the business and a formal shareholder or partnership agreement setting out the buyout terms are usually required.

Vendor finance is where the seller agrees to accept part of the price over time instead of all at settlement, usually one to three years with interest. Lenders often like it because it keeps the seller invested in a smooth handover and reduces the amount they need to fund. Most lenders will still expect you to contribute genuine equity, and they will want the vendor loan to rank behind theirs. Your broker structures the bank loan, vendor finance and your contribution so the total works.

Not always, but it helps. Lenders will finance strong businesses partly on goodwill with a director’s guarantee and a general security agreement over the acquired business, especially in sectors they know well. Offering property security increases the amount you can borrow and lowers the rate. For larger acquisitions, a mix is typical: goodwill lending for part, property or equipment security for the rest. Your broker explains what each lender will require for your deal.

Allow four to eight weeks from application to settlement. The lender reviews the target’s financials and the contract, may require a valuation of the business or its property, and the sale itself often has a due diligence period built in. Starting the finance conversation before you sign the contract, or making the contract subject to finance, avoids pressure on the timeline. Your broker can pre-assess the deal so you know what is fundable before you commit.

In an asset sale you buy the business’s assets, goodwill and contracts and start fresh; in a share sale you buy the company itself, including its history and liabilities. Lenders can finance either, but a share sale usually requires more due diligence because you inherit past obligations, and the security is taken over the company’s shares and assets. Your accountant and lawyer advise on the structure, and your broker aligns the finance to it.

Business debt consolidation replaces several existing facilities, such as short-term loans, a merchant cash advance, equipment loans, credit cards or an ATO payment plan, with one new loan that pays them all out. You then make a single repayment, usually lower than the combined repayments you had, over a longer term. It works when the new loan’s rate and term genuinely reduce the strain on cash flow; it does not work when it simply delays a problem, which is why Lyft Money maps every facility and its real cost before recommending it.

It helps when a profitable business is carrying several short-term facilities with daily or weekly repayments that together take too much of each week’s cash, and a single longer-term loan would bring the repayment down to a level the business comfortably supports. It does not help when the business is trading at a loss, when the new loan would cost more in total than the old ones, or when the debts are about to be paid out anyway. A good broker will tell you when not to do it.

Most commercial debts can be included: unsecured business loans, lines of credit and overdrafts, merchant cash advances, equipment and vehicle loans, business credit cards, supplier accounts in arrears and ATO debt under a payment arrangement. Some lenders will not refinance a merchant cash advance directly or will cap the ATO component, and equipment loans may be cheaper to leave in place if their rate is already low. Your broker obtains a payout figure for each facility so the comparison is exact.

Not necessarily. Unsecured consolidation loans are available for profitable businesses, typically up to a few hundred thousand dollars, priced on trading history and cash flow. Offering property security allows larger amounts, longer terms and a much lower rate, which usually makes the consolidation work harder. Lenders will also want to see that the debts being refinanced were for business purposes and that the business can support the new repayment.

A new loan application creates a credit enquiry, and the old facilities show as closed once paid out. Over time a single well-managed loan is easier to keep in good order than several facilities with daily or weekly debits, which can improve your credit position. Your broker explains any enquiry before it is made, and because the panel is checked first, only lenders likely to approve are approached.

An unsecured consolidation can settle in two to ten business days once payout figures are received, because the new lender pays the old facilities directly at settlement. Property-secured consolidation takes two to six weeks because of the valuation and mortgage documents. The slowest step is often obtaining payout letters from the existing lenders, so your broker requests them at the start.

Trade finance pays your supplier for stock or goods when they are ordered or shipped, and you repay the financier once the goods are sold, usually within 30 to 180 days. It bridges the gap between paying for stock and being paid by your customers, so you can take larger orders without tying up cash. Facilities can cover local purchase orders as well as imports, and payments can be made in foreign currency. Interest and fees are charged on each drawdown for the days it is outstanding.

Trade finance funds the purchase side of the cycle, paying suppliers before goods arrive or sell. Invoice finance funds the sales side, advancing cash against invoices you have already issued. Many wholesalers and importers use both together: trade finance pays the supplier, the goods are sold, and invoice finance releases cash from the resulting invoices to repay the trade facility. Your broker checks that the two lenders’ security interests are compatible before setting both up.

Yes. Most trade finance lenders can pay suppliers in US dollars, euro, yuan and other major currencies, either directly or through a letter of credit, and some let you lock in an exchange rate at drawdown so the landed cost of the goods is known. The currency margin is part of the cost to compare. If you already use a foreign exchange provider, your broker checks whether the lender can work alongside it.

Each drawdown is usually repayable within 30 to 180 days, matched to how long it takes for the goods to arrive and sell. Some lenders allow up to 120 or 180 days for imports with long shipping times, and shorter terms for local purchase orders. You can have multiple drawdowns running at once up to the facility limit, each with its own due date. Repaying from sales proceeds or from an invoice finance facility keeps the cycle turning.

A letter of credit is a bank guarantee to your supplier that payment will be made once agreed shipping documents are presented. Overseas suppliers sometimes require one for new customers or large orders. Trade finance can be arranged with or without letters of credit; many lenders simply pay the supplier directly on your instruction, which is faster and cheaper. Your broker matches the facility to what your suppliers actually require.

Establishing a facility typically takes one to three weeks, because the lender reviews your trading history, suppliers and customers and sets a limit. Once it is in place, individual supplier payments are usually made within 24 to 48 hours of your request. If you have an order waiting, tell your broker the supplier’s payment deadline so the setup can be prioritised.

A merchant cash advance gives your business a lump sum now, repaid automatically as a fixed percentage of your daily card takings until an agreed total is paid back. There is no set monthly repayment: busy weeks repay more and quiet weeks repay less, so the facility moves with your trade. The total you repay is agreed at the start as a factor rate, for example 1.25 times the advance, so you know the full cost before you accept. Funds are typically available within 24 to 48 hours.

Any genuine business purpose: stocking up before a busy season, a refit or new equipment, marketing, covering a quiet patch, a tax bill or seizing an opportunity that will not wait for a bank. Because approval is based on card turnover rather than a business plan, you do not need to justify the use in detail. Businesses that take most payments by card, such as cafés, restaurants, bars, salons, gyms and retail stores, get the most from the flexible repayment.

Usually within 24 to 48 hours of applying. Because providers assess from your merchant terminal statements and bank statements rather than financials, there is little paperwork: identification, an ABN and six months of statements are typically enough. Once you accept the offer, funds are paid to your business account and repayments start flowing automatically from your card settlements.

The holdback is agreed at the start, typically 10 to 20 per cent of daily card settlements. Some providers instead take a fixed daily or weekly direct debit sized to your average takings. A higher holdback clears the balance faster; a lower one keeps more cash in the till. Your broker helps you set a level that suits your margins and seasonality.

Yes, you can settle at any time. Because the total repayable is fixed by the factor rate at the start, paying early does not usually reduce the total, although some providers offer a discount for early settlement, which your broker checks before you sign. If you expect to repay very quickly, a short-term loan or a line of credit may cost less, and we will tell you if so.

It is structured as the purchase of a share of your future card sales rather than a loan, which is why it uses a factor rate and why repayments flex with takings. No property security is required; most providers ask for a director’s guarantee only. It sits alongside other finance, so a business can hold an equipment loan or a line of credit and still use a cash advance for a short-term need.

Insurance premium funding pays your annual business insurance premium to the insurer upfront, and you repay the funder in monthly instalments over the policy year, usually 8 to 12 payments. Cover starts immediately and the business keeps its cash for trading. It is commonly used for large policies such as public liability, professional indemnity, motor fleet, plant and equipment, and industrial special risks. The funder takes the policy itself as security, so no other assets are involved.

If a policy is cancelled, the insurer refunds the unused portion of the premium to the funder, and any shortfall or surplus is settled with you. If instalments are missed, the funder can instruct the insurer to cancel the policy after a notice period, which would leave the business uninsured, so it is important to keep the direct debits funded. Your broker explains the cancellation and default terms before you sign.

The interest and fees on premium funding for business insurance are generally tax deductible in the same way as the premium itself, because they are a cost of running the business. GST treatment follows the underlying policy. As always, confirm the treatment for your entity with your accountant.

If the premium is small and the business can comfortably pay it without disturbing cash flow, paying outright avoids the funding cost altogether. Premium funding is most valuable when the premium is large relative to monthly cash flow, when several policies fall due at once, or when the cash has a better use in the business, such as stock ahead of a busy period. Your broker compares the funding cost with the return on keeping the cash working.

Same day to 48 hours in most cases. Once you accept the funding quote, the funder pays the insurer directly and the policy is confirmed. It can be set up at renewal time or mid-term for a new policy. Because insurance renewals have fixed dates, tell your broker when the premium is due so the funding is in place before cover lapses.

Franchise finance is business lending structured around a franchise system, covering the initial franchise fee, the fit-out and equipment, and working capital for the first months of trading. Lenders assess the franchise brand’s track record across its network as well as your own contribution and experience, and several major banks maintain lists of accredited franchise systems with pre-agreed lending terms. For a resale, the existing store’s trading figures are assessed in the same way as a business acquisition.

An accredited franchise is a system a lender has reviewed and approved for lending, based on the brand’s history, the performance of its outlets and the strength of its franchise agreement. For accredited brands, lenders typically fund a higher proportion of the setup cost, often 50 to 70 per cent, with lighter documentation and faster approval. Unaccredited or new brands can still be financed, but the lender assesses them from scratch and usually requires more contribution or security.

A greenfield site is a brand-new outlet with no trading history, so the lender relies on the franchise network’s average performance and your business plan, and usually funds a smaller share of the cost. A resale is an existing outlet with its own financials, so the lender can assess actual profit and cash flow and will often lend more against it. Resales can also carry a premium for goodwill, which lenders treat cautiously.

Yes, and it is usually best arranged as a package. The fit-out is often funded by a business loan or fit-out finance, the equipment by a chattel mortgage or lease secured on the equipment itself, and the franchise fee and working capital by the main loan. Structuring it this way keeps each part on the cheapest available terms. Lyft Money arranges the parts together so settlement lines up with the franchisor’s opening timetable.

Not always for accredited brands, where lenders lend partly on the strength of the system with a director’s guarantee and security over the business. For unaccredited brands, larger amounts or weaker contributions, lenders commonly ask for residential property as security. Offering property generally increases the amount funded and lowers the rate. Your broker explains what each lender will require for your brand and deal size.

Allow two to six weeks. Accredited-brand applications at the faster end, because the lender already knows the system; unaccredited brands and property-secured loans take longer. Franchisors usually set a timetable for signing, fit-out and opening, so start the finance conversation before you sign the franchise agreement. Lyft Money can pre-assess the deal so you know what is fundable before you commit to the franchisor.

A business line of credit or overdraft is the usual answer: you draw on it to cover wages, materials and fuel while an invoice or progress claim is outstanding, then repay it when the client pays, with interest charged only on the days it is drawn. Tradies who invoice builders or commercial clients on 30 to 60 day terms can also use invoice finance, which advances most of each invoice within a day or two. Your broker matches the facility to how your work is billed.

Most builders use a line of credit or invoice finance against certified progress claims, so wages, subcontractors and materials are covered while the claim sits 30 to 60 days in arrears. Invoice finance advances up to 80 to 90 per cent of a certified claim within a day or two; a line of credit is drawn as needed and repaid as claims land. Both are structured around the payment terms in your contracts.

Retentions themselves are rarely financed directly because they are contingent, but a working capital facility sized to your typical retention exposure covers the cash they tie up until practical completion and the end of defects liability. Some invoice financiers will consider retention releases as receivables once they are certified. Your broker structures the facility around your contract terms.

A line of credit or a short-term working capital loan covers wages, fuel, site establishment and floats until the first monthly claim is paid 30 to 45 days later, and invoice finance against certified claims keeps cash flowing for the life of the contract. Sale and leaseback of unencumbered plant is another way to raise mobilisation capital quickly.

A seasonal line of credit or a working capital loan secured against the farm covers seed, fertiliser, chemicals, fuel and contractors through the growing season and is repaid from the harvest. Some input suppliers offer finance, and a broker compares it against the panel. Livestock producers use the same structure across the sale cycle.

Yes. Rural property loans fund land purchases, water entitlements and farm improvements against the value of the land and the enterprise’s earnings, usually over 15 to 30 years. Lenders look at the farm’s history, the combined operation’s cash flow and equity. Lyft Money works with agribusiness lenders as well as the major banks.

A working capital facility or invoice finance against monthly claims to the mining client covers wages, fuel and accommodation until claims are paid 30 to 45 days later. Because the debtors are large miners, invoice finance is well priced and can advance up to 90 per cent of each claim within a day or two.

Trade finance pays suppliers for raw materials with 90 to 180 days to repay, invoice finance advances against finished goods invoices on 30 to 60 day terms, and a line of credit fills the gaps. Together they fund the whole cycle from materials to payment, and the facilities grow with turnover.

Trade finance pays suppliers for stock with 90 to 180 days to repay from sales, a line of credit funds deposits and top-ups, and a merchant cash advance repays from daily card takings. The right mix depends on your margins and how quickly stock turns, and a broker prices all three against your season.

A merchant cash advance is a lump sum repaid as a fixed percentage of daily card takings, so repayments flex with trade and are lighter in quiet weeks. It suits retailers with strong card sales who need funds fast and can be more expensive than a term loan, so it is best for short, high-return uses such as stock for a peak season.

Invoice finance advances up to 80 to 90 per cent of freight invoices within a day or two so fuel, tolls and wages are covered while customers take 30 to 60 days, and a line of credit fills the gaps. Fuel cards with extended terms help too. A broker sizes the facility to your monthly billings.

Yes. Tax debt and expensive short-term loans can be refinanced into a single facility secured against the fleet, lowering the repayment and protecting the business from ATO action. Lenders assess the fleet’s equity and recent trading, and a broker knows which lenders accept ATO debt.

Unsecured business loans and merchant cash advances with daily or weekly repayments match the way hospitality trades, and equipment finance funds the kitchen, coffee machine and fit-out at a sharper rate over a longer term. Lenders assess card takings in the bank statements, so a venue with steady daily sales is often approved within a day or two.

A line of credit drawn as needed and repaid when trade returns is the cheapest option, and a short-term unsecured loan with a repayment holiday covers a planned closure for renovation. Applying while trade is strong gets the best terms, so plan the facility before the quiet season rather than during it.

Yes. Practice acquisition finance funds a partner buy-in or the purchase of a whole practice against the practice’s billings and goodwill, often at up to 100 per cent of the price for registered practitioners. Lenders look at the practice’s financials, patient numbers and the doctors staying on.

Yes. A self-managed super fund can buy the commercial premises the practice trades from and lease it back to the practice at market rent, with an SMSF commercial property loan typically funding up to 70 to 80 per cent. The structure suits established practitioners with adequate super balances, and specialist advice is required.

Yes. Practice acquisition finance funds the purchase of an existing practice or a buy-in against its billings and goodwill, often at up to 100 per cent of the price for registered dentists, with the equipment and premises financed alongside. Lenders look at the practice’s financials, patient base and the selling dentist’s transition.

Yes. Practice acquisition finance funds the purchase of an existing clinic or a buy-in against its billings and goodwill, often at a high proportion of the price for registered vets, with equipment and premises financed alongside. Lenders look at the clinic’s financials, client base and the vets staying on.

Pharmacy acquisition finance funds the purchase of an existing pharmacy against its PBS and retail income, goodwill and stock, with specialist pharmacy lenders and the major banks lending high proportions of the price to registered pharmacists. Lenders look at script numbers, PBS history, location and the buyer’s experience.

A line of credit or overdraft sized to the gap between wholesaler payment terms and the PBS claim cycle covers stock holdings, and trade finance can fund larger seasonal orders. Lenders like pharmacy because PBS income is government-backed, so pricing is sharp for established owners.

A line of credit or a short-term unsecured loan covers wages and room costs for the three to six months a new practitioner takes to reach a full book, and is repaid as their billings come through. Lenders assess the clinic’s existing billings, so applying while the current team is busy gets the best terms.

Yes. Practice acquisition finance funds the purchase of an existing clinic or a buy-in against its billings and goodwill, with lenders looking at the practice’s financials, referral base and the practitioners staying on. Equipment and fit-out can be financed alongside the purchase.

Centre acquisition finance funds the purchase of an operating service against its occupancy, Child Care Subsidy income and goodwill, and the freehold can be financed with a commercial property loan at the same time. Lenders look at licensed places, occupancy history, ratings and the operator’s experience.

A line of credit sized to the seasonal dip covers award wages while occupancy is lower, and is repaid as enrolments return. Because Child Care Subsidy income is government-backed and predictable, lenders price childcare facilities well for established operators.

Yes. Development finance funds land and construction of a new centre against the approved plans and the projected income, converting to a commercial property loan when the centre opens. Lenders look at demand in the catchment, the operator’s experience and pre-enrolments. It is a specialist area and a broker with childcare experience matters.

Yes. Lenders treat direct-debit membership income as strong evidence of cash flow, and established gyms are commonly approved for unsecured loans and lines of credit on bank statements alone for expansion, marketing or a second site. Applying before the November to December dip gets the best terms.

A line of credit drawn as needed and repaid when trade returns is the cheapest option, and a short unsecured loan covers retail stock ahead of the November and December peak. Applying while trade is strong in spring gets the best terms.

Invoice finance advances up to 80 to 90 per cent of each month’s invoices within a day or two so weekly wages are covered while clients take 30 to 45 days, and a line of credit fills the gaps. The facility grows with each new contract, which is exactly when the wage gap widens.

Yes. Insurance premium funding spreads public liability, workers compensation and vehicle insurance premiums over monthly instalments instead of a lump sum at renewal, which suits cleaning businesses with large policies and thin margins. It is quick to set up and separate from other borrowing.

A line of credit drawn in winter and repaid across spring and summer is the cheapest option, and equipment repayments can sometimes be structured seasonally with lower winter instalments. Applying in spring while trade is strong gets the best terms.

Yes. A debt consolidation loan or a refinance secured against your equipment rolls several repayments into one, often at a lower total cost and with a repayment that suits your season. Lenders assess the equipment’s equity and recent trading. A broker checks the early payout costs on the existing loans first.

Invoice finance against progress claims and a line of credit cover trade account materials and wages while builders take 30 to 45 days, and domestic service income keeps day-to-day cash moving. A broker sizes the facility to your mix of service and construction work.

A line of credit or a short-term loan covers materials at the start of each project, and invoice finance advances against progress claims so wages are covered while claims sit 30 to 45 days in arrears. Trade finance can pay wholesalers for large switchgear orders with extended terms.

Yes. Trade finance and lines of credit fund panels, inverters and batteries ahead of installations, and are repaid as customers and rebates are paid. Lenders like solar businesses with steady installation volumes and a clean claims history.

A technology finance facility or trade finance pays distributors for hardware and licences on 30-day terms, and invoice finance or a line of credit carries the cost until the client pays 30 to 60 days later. For recurring-revenue contracts, some lenders fund the up-front cost against the contract’s monthly income over its term.

Yes. Unsecured business loans and lines of credit are assessed on recurring revenue, bank statements and trading history rather than assets, and some lenders offer facilities against annual recurring revenue for subscription businesses. A director’s guarantee is usually required. A broker matches the lender to your revenue model.

Invoice finance advances against issued fee invoices so fortnightly salaries are covered while clients take 30 to 60 days, and a line of credit funds work in progress before it is billed. Some lenders offer facilities specifically for accounting and legal firms against their fee income.

Yes. Acquisition finance funds buying into a partnership or purchasing a fee base or whole firm against the firm’s recurring fees and goodwill, and several lenders have packages for accountants, lawyers and other professionals with high loan-to-value ratios. The firm’s financials and client retention are the key assessment points.

Yes. Rent roll finance funds the purchase of property management portfolios against their recurring management fees, with specialist lenders and the major banks lending high proportions of the price to established agencies. Lenders look at the number of properties, average fee, retention and the agency’s history.

A line of credit or unsecured loan covers vendor-paid marketing, agent retainers and wages between listing and settlement, and is repaid as commissions land. Property management fees from the rent roll provide the steady income lenders assess, so agencies with a rent roll are well placed.

Franchise finance funds the initial fee, fit-out, equipment and working capital for a new site, with many lenders holding accredited franchise systems that qualify for higher loan-to-value ratios and lighter documentation because the brand’s trading history is known. The franchisor’s disclosure document and site approval are the key documents.

Yes. Franchise resales are financed against the site’s trading history, goodwill and equipment, often at a high proportion of the price for accredited systems. Lenders look at the site’s financials, the lease, the franchisor’s consent and the buyer’s experience.

A working capital component is built into the franchise loan or a line of credit covers royalties, rent and wages while trade builds over the first six to twelve months. Lenders expect this and size the facility from the franchisor’s typical ramp-up figures.

Invoice finance against NDIS claims and plan-manager invoices, or a line of credit, covers fortnightly SCHADS wages while claims are processed and plan-managed participants pay, and the facility grows with participant numbers. Because the NDIS is government-funded, lenders price these facilities well for registered providers.

Yes. Specialist disability accommodation and supported independent living properties are financed with commercial property and construction loans against the enrolled dwelling’s NDIS income, with lenders looking at SDA enrolment, participant demand and the provider’s experience. It is a specialist area and a broker with NDIS experience matters.

It makes assessment harder but not impossible. Lenders read the statements to separate business income from personal spending, and a broker explains the pattern. Opening a separate business account a few months before applying helps, as does keeping drawings regular.

Yes. A debt consolidation loan secured against equipment or property rolls several expensive facilities into one repayment, which lowers the monthly outgoing and, paid on time, rebuilds the credit history. Lenders assess the security’s equity and recent trading rather than the historical file alone.

Usually, yes, even when the property is not used as security. Lenders treat a director’s property equity as a buffer, which widens the lender panel, lifts limits and lowers pricing on unsecured loans and equipment finance. Offering the property as security lowers the rate further and extends the term, at the cost of tying the property to the debt.

It depends on the amount, the term and your appetite for risk. A secured loan is the cheapest and longest-term business money available, which suits large, long-lived purposes such as buying premises, a business or consolidating debt. For shorter needs, an unsecured facility priced with your property in the background often costs little more and keeps the home separate.

Yes. An equity release or a business loan secured against residential or commercial property can fund expansion, equipment, a deposit on premises or working capital, typically up to 80 per cent of the property’s value less existing loans. Interest on the business-use portion is generally deductible. Your accountant confirms the treatment.

Yes. A commercial property loan funds an owner-occupied premises at typically 70 to 80 per cent of the value, with the business paying rent to itself or to a self-managed super fund that owns the property. Owning existing property helps with the deposit and pricing. Lyft Financial handles commercial property lending.

Typically up to around $250,000 to $500,000 for established businesses with strong bank statements, and less for newer businesses, over terms of six months to three years. Lenders assess turnover, consistency of deposits, existing commitments and credit history. A broker matches the amount to the lenders that lend it without property.

Often, yes. Businesses that invoice other businesses can borrow against their receivables, with the facility growing as sales grow, and lenders look at the quality of the debtors rather than director property. It suits contractors, wholesalers, labour hire and services businesses with 30 to 90 day terms.

Unsecured lending to businesses under six months is limited, so many start-ups use a personal loan, a secured loan against property or a guarantor while trading history builds. Once six to twelve months of bank statements exist, unsecured business loans and lines of credit open up. Lyft Money advises on the sequence.

A line of credit or overdraft you draw only when needed is usually the cheapest for recurring gaps, because interest is charged only on the balance used. Invoice finance is cheapest for businesses with commercial debtors on long terms. Short-term unsecured loans and merchant cash advances are fastest but cost more, so they suit one-off needs with a clear return.

Unsecured loans and merchant cash advances are often approved the same day and funded within 24 to 48 hours from bank statements. Lines of credit and invoice finance take a few days to set up but are then available on demand. Applying before the gap bites, while trading looks strong, gets the best terms.

Yes. Cash flow facilities are designed for operating costs such as wages, supplier payments, rent and tax, rather than buying assets. Lenders will want to see that the gap is timing rather than a structural loss, so consistent revenue in the bank statements matters.

On the gap between costs falling due and revenue arriving, typically one to two months of operating costs for a line of credit, or a percentage of outstanding invoices for invoice finance. A broker works through your cash cycle and sizes the facility so it covers the gap without paying for headroom you never use.

A second site is usually funded with a combination of fit-out finance for the premises, equipment finance for machinery or fixtures and a working capital component for the ramp-up, structured so existing trade carries the repayment until the new site earns. Lenders assess the first site’s performance and the plan for the second.

Yes. Business acquisition finance funds the purchase of a competitor, supplier or complementary business against its financials, goodwill and assets, often combined with a secured loan against property for the deposit. Lenders look at both businesses’ performance and the synergy in the plan.

Match each part of the expansion to the right product: long-term secured or property finance for premises, equipment finance for assets, and a line of credit for working capital, rather than one expensive unsecured loan for everything. The blend lowers the overall cost and keeps repayments in line with how each part earns.

When a lower rate, a longer term or consolidating several facilities reduces the total cost or the monthly repayment enough to outweigh exit fees and set-up costs. Facilities taken when the business was smaller or its credit weaker are the most common candidates. A broker runs the numbers including early payout costs before recommending a switch.

Yes. Some lenders refinance tax debt into a term loan secured against equipment or property, which protects a payment arrangement and frees cash flow, while others exclude ATO debt altogether. Lender choice matters and a broker knows which will accept it.

Yes. Refinancing a commercial property loan at a higher value or lower loan-to-value ratio can release equity for working capital, expansion or debt consolidation, typically up to 70 to 80 per cent of the property’s value. Lyft Financial handles commercial property refinancing.

The lender pays your supplier, local or overseas, and you repay the lender 90 to 180 days later from the sales of that stock. It is revolving, so each purchase is its own transaction, and it suits importers and wholesalers with margins that cover the cost. Letters of credit and foreign currency payments can be included.

Trade finance for supplier payments, a line of credit for deposits and top-ups, and for retailers with strong card sales a merchant cash advance repaid from takings across the season. Applying two to three months before the season starts allows time for the facility to be set up before supplier deposits are due.

Rarely on its own, because stock is hard for lenders to value and sell, but businesses with commercial debtors can use invoice finance to release the cash tied up in the sales cycle, and a general security agreement over the business can support a line of credit. A broker structures the combination.

Yes. Fit-out finance funds staged works, and a line of credit or a short unsecured loan with a repayment holiday covers reduced trade during the works. Lenders like renovations that add capacity or lift revenue, so include the plan and the expected uplift.

Yes. Lenders usually want the fit-out repaid within the current lease term including options, and a term that ends before the lease does keeps you flexible. Negotiate the lease before the finance so the terms line up, and tell your broker the lease details when applying.

Yes. Renovations to an owned commercial property can be funded by increasing the commercial property loan, which is the cheapest route, or by a fit-out facility if you prefer to keep the property loan separate. Works that lift the property’s value support a higher loan.

Yes. Several lenders refinance tax debt into a term loan or line of credit with scheduled repayments, secured against equipment or property or unsecured for smaller amounts, which protects a payment arrangement and frees up cash. Some lenders exclude ATO debt altogether, so lender choice matters and a broker knows which will accept it.

A payment arrangement carries the ATO’s general interest charge, which is no longer tax deductible from 1 July 2025, and a default on the arrangement can trigger director penalty notices and credit reporting. A business loan often costs less overall, gives a fixed schedule and keeps the ATO relationship clean. Your broker and accountant compare the two for your situation.

Unsecured facilities can be approved within a day or two from bank statements and the ATO portal, and secured loans take a week or two for valuation and documentation. If a director penalty notice or arrangement deadline is looming, tell your broker the date so the lender is chosen for speed.