The moment a client asks for a commercial mortgage, you can tell what sort of broker you are dealing with. Some will take the request at face value, source a loan, and see the matter closed. Others will pause and recognise the question not as the end of a conversation, but as the start of a more searching one: what does the client want the property to achieve, and what else might be needed to get there?
That difference is important. The first type of broker fulfils a brief. The second type challenges it. They are not just looking for a lender, but mapping the client’s long-term objectives. This means thinking about operational needs alongside acquisition costs, and weighing up what mix of finance could deliver the best result.
In a market where borrowing conditions are tighter and competition for funding is high, that shift in mindset can make a real difference.
The brokers we see making the greatest impact tend to approach finance as architecture. They don’t just process an application, they design a structure. They assess what the business owns and owes, what its assets can support, when its ambitions should be realised, and how its liabilities can be managed. A commercial mortgage might be the backbone of that design, but they think in terms of a complete framework that can carry weight and adapt to change.
That might mean pairing the mortgage with asset-based lending to unlock capital, or invoice finance to keep cash flowing in step with the business’s trading cycle. This focus on liquidity is critical. Nearly half of UK SMEs have less than six months of emergency cash reserves, and 22% say cash flow is their biggest challenge in 2025. In that context, structuring a facility that preserves liquidity is not just prudent, it can be the difference between growth and stagnation.
This approach matters because it positions the broker as someone who can shape a client’s growth strategy, not just respond to it. It deepens the relationship, makes conversations more strategic, and ultimately delivers better outcomes for the business. When a broker can identify where funding will have the greatest impact, whether that is securing a property, releasing capital for expansion, or covering seasonal dips, they become a partner in the business’s development rather than a one-off service provider.
We have built our lending approach to work in that space. We look beyond the property as an end in itself and consider how it fits into the borrower’s wider strategy. We assess what the asset can enable, how resilient the wider plan is, and where the risks lie. In many cases, the mortgage is only one element of a broader capital structure. Our role is to ensure that our facility works with the other pieces so the whole design has the best chance of delivering long-term success.
This thinking applies across sectors. In manufacturing, for example, a mortgage to acquire a new site might be combined with equipment finance so the facility is operational from day one. In healthcare, a property purchase might need to sit alongside working capital provision to cover recruitment and compliance costs before revenue builds. In logistics, a warehouse acquisition might be paired with fleet finance to ensure the operation can scale without delay. Each scenario requires a structure tailored to the client’s objectives and risk profile.
One example this year involved the acquisition of a hotel as part of a larger restructuring of a hospitality portfolio. The borrower had been given notice by their existing lender and needed to complete the purchase without locking away too much capital. Working with the broker, we agreed a £2.3 million facility over five years, amortised over 20, and secured by a debenture against the SPV rather than personal guarantees. It was a design choice as much as a credit decision. The structure secured the asset but left space for operational investment, exactly what was needed to refresh the property and maintain cash flow through the seasonal low.
There is no single approach that works for every case. The right structure comes from detailed conversations between broker, client, and lender, and from looking beyond the immediate deal to the bigger picture. The most effective brokers know when to bring lenders into those conversations. Engaging early allows us to explore options, flag potential risks, and align on a structure that works for all parties.
This is the moment for brokers to step fully into that strategic role. Recognise when a commercial mortgage can be part of a wider package. Bring lenders into the conversation early, especially those prepared to take a broader view. Work with partners who can move at speed when necessary and who will structure facilities to fit the plan, not just the property.
For brokers, there is also a reputational benefit. Clients remember the professionals who helped them secure finance that not only met their needs at the time but also supported their growth for years afterwards. They are more likely to return, to recommend, and to trust that broker’s advice on future funding decisions.
A commercial mortgage can be more than a set of terms and a completion date. Used as part of a bigger capital strategy, it can unlock potential, give businesses the space to grow, and provide stability through periods of change. I have seen it happen many times, and when it does, its value lasts well beyond the life of the loan.
