Practice
Construction funding
Three squeezes at once, and one at a time will not do.
Whoever builds lives with a structural mismatch: the site consumes cash over eighteen months and the receivables book returns it over a hundred and twenty. In between sits finished stock, which is equity on the balance sheet and nothing at the bank. Treating any one of the three in isolation usually just pushes the problem into the following quarter, with interest.
What blocks disbursement is almost never the merit of the development. It is the base paperwork: a properly constituted special-purpose vehicle, a registered development, a segregated asset regime in place, a title free of encumbrance, a schedule that survives technical reading. No bank finances an excellent project whose documentation does not reconcile — and that is good news, because documentation has a known fix and a known timeline.
With the base in place, each squeeze gets the right instrument: production through construction finance, the receivables book through assignment or securitisation, stock through credit secured on completed units, and contractual guarantees through surety instead of a cash deposit — which returns capital that had been asleep.
A figure that tends to surprise: the segregated asset regime, besides protecting the buyer, allows the special tax regime for property development, at a unified rate far below the sum of taxes under the ordinary regime. Companies fail to adopt it thinking it is protective bureaucracy — and pay the difference throughout the whole build.
Structuring fee, success on the funding released and monitoring of subsequent disbursements through to completion. Because property credit is released against measured progress, our work does not end at signature: every rejected measurement is a month of interest somebody pays, and that somebody is usually the developer.
Official sources, at the exact point — the article of law, the service or the search you can use today. None replaces analysis of the specific case, which is our work.
Say in two lines what you need to resolve. An account manager replies personally, in business hours, and the conversation starts where it makes a difference.
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