No single finance product suits every facilities management acquisition. The right structure depends on the size of the deal, the assets within the business, your deposit position, and how quickly you need to complete.
Answer three questions and we will highlight the most relevant options for you.
This is a general guide only. A specialist broker will assess your full circumstances.
Most funded acquisitions use a blend of two or three finance types working together. Select a type below to see how it applies to FM business purchases.
A fixed-term loan from a bank or specialist lender, secured against the acquired business assets and sometimes personal assets. Repaid over three to seven years with fixed or variable interest. This is the most common route for funding a facilities management business purchase, and usually forms the largest single component of the deal structure.
Lenders look favourably on FM businesses because of long-term contract revenue. A business with 85%+ recurring revenue from multi-year TFM and single-service contracts is a significantly lower risk than a project-based business with lumpy income. This translates directly into better terms. Typical deposit requirement sits at 20-30% of the purchase price. With a strong contract book and ISO certifications, some lenders will consider 15-20%.
Finance secured against specific assets within the target business: vehicles, industrial cleaning equipment, CAFM software licences, supply chain agreements, and even the customer contract book as an intangible asset. Rather than lending against projected cashflow alone, ABL lenders advance capital against things that have a real, verifiable value.
FM businesses with mobile maintenance or multi-site operations typically carry significant tangible assets. A fleet of service vehicles, industrial cleaning machines, pressure washers, specialist floor care equipment, and PPE stock. These have real resale value that lenders recognise. ABL can release capital against these assets on day one of ownership, reducing the cash deposit you need to bring to the table.
The seller agrees to leave a portion of the sale price outstanding, to be repaid over one to three years after completion. Common where the seller is retiring and not in a rush for full payment. This is not a sign of weakness in the deal; in the services sector, it is one of the most practical tools available for getting acquisitions over the line.
Many FM business owners selling at retirement have already taken significant dividends over the years and are motivated by a clean exit rather than maximum upfront cash. Seller financing also signals confidence: a seller willing to defer payment is telling you, and your lender, that they believe the contract book will continue performing after handover. That confidence strengthens your overall application.
A hybrid between debt and equity that sits behind senior debt in priority. It carries higher interest rates than a term loan but does not require the same level of security. Mezzanine finance is a specialised tool, but for the right deal it can be the difference between making an acquisition work and walking away.
This route is most useful for larger FM acquisitions, typically £500,000 and above, where the buyer has a moderate deposit but needs to bridge the gap between what senior lenders will provide and the total purchase price. It is often used alongside a term loan to reduce the personal cash required from the buyer.
An advance against the target business's outstanding invoices. The lender releases up to 90% of the invoice value immediately, with the remainder (less fees) paid when the customer settles. This does not fund the acquisition itself, but it unlocks cash that would otherwise be tied up in the business's debtor book, freeing up other capital for the deal.
FM businesses with commercial and public sector clients often carry 30 to 60 day payment terms. A business with £120,000 of outstanding invoices at completion has a hidden cash reserve that invoice financing can unlock immediately. This funds working capital during the transition period rather than the acquisition, but it frees up capital that would otherwise be earmarked for cashflow.
Unsecured or lightly secured loans designed to fund the operational transition after acquisition. Covers the first three to six months of ownership where you might need to invest in staff retention, uniform refreshes, equipment upgrades, or CAFM system improvements before the business is fully performing under new ownership.
The biggest risk in any FM acquisition is the first 90 days. Clients need reassurance, key operatives need retention, TUPE-transferred staff need clear communication, and there may be deferred maintenance on equipment. A working capital facility gives breathing room. Smart buyers arrange this alongside their acquisition finance so it is ready on day one, not scrambled for in month two when a key contract comes up for renewal.
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