How a Commercial Mortgage Broker Helps Your Business

Most business owners spend weeks comparing commercial premises and about an hour thinking about how to fund them. That imbalance costs money. On a £500,000 loan over twenty years, a difference of one percentage point in rate works out at roughly £60,000 across the term, and that is before arrangement fees, early repayment charges and the cost of a failed application are counted.

The problem is not that business owners are careless. It is that commercial lending gives them almost nothing to compare. There are no best buy tables, no published criteria, and no reliable way of knowing whether the offer in front of you is competitive or merely available.

This article looks at what a commercial mortgage broker UK businesses appoint actually contributes at each stage of that process, from first enquiry through to drawdown and beyond. If you want the underlying mechanics of commercial mortgages, deposits and product types, our complete guide covers that ground.

Here the focus is narrower: where a broker adds measurable value, and where they do not.

What Does a Commercial Mortgage Broker UK Actually Do?
Why Businesses Should Not Approach Just One Lender
How Brokers Compare Hundreds of Commercial Mortgage Products
Finding Finance for Different Types of Businesses
Negotiating Better Interest Rates
Reducing Overall Borrowing Costs
Helping Improve Mortgage Approval Chances
Supporting Complex Business Structures
Commercial Mortgage Refinancing
Mistakes Businesses Make When Applying Without a Broker
When Should You Speak to a Commercial Mortgage Broker?
How to Choose the Right Commercial Mortgage Broker UK
Business Finance Checklist
Frequently Asked Questions
Conclusion

What Does a Commercial Mortgage Broker UK Actually Do?

The job title suggests someone who finds rates. In practice, roughly a fifth of the work is sourcing and the rest is diagnosis, presentation and project management.

Diagnosing the case before anyone sees it

An experienced commercial finance broker will spend the first meeting working out whether your deal is fundable at all, and on what basis. That means testing the affordability against a stressed rate, forming a view on whether a valuer will support the price, and identifying anything in the accounts or the title that will trouble an underwriter.

This stage often changes the shape of the deal. A borrower who arrives wanting 75% loan to value over fifteen years may leave with a plan for 70% over twenty, because the longer term produces the debt service cover the lender needs.

Translating your business into credit language

Underwriters read credit papers, not conversations. A profitable business can look weak on paper if a one off cost sits unexplained in the accounts, or if directors’ remuneration has been structured for tax efficiency rather than for lending.

Part of the broker’s role is presenting the same figures in a form an underwriter recognises, with adjustments evidenced rather than asserted.

Running the process

Between agreement in principle and completion sit valuers, solicitors, accountants and a lender’s credit committee. Someone has to hold all of that together, chase the parties that go quiet, and deal with the questions that arrive at week nine. Businesses that handle this themselves usually find it takes far more of the owner’s time than expected.

What a broker does not do

A broker cannot make an unaffordable deal affordable, will not persuade a valuer to change a considered opinion, and should not be promising an outcome before a lender has seen the file. Anyone guaranteeing approval at the first meeting is worth walking away from.

Why Businesses Should Not Approach Just One Lender

The instinctive first call is to the bank that holds the business current account. It is a reasonable starting point, and occasionally it produces the best answer. More often it produces one answer with nothing to measure it against.

Credit policy varies enormously between lenders

Commercial lending is not a single market with a single standard. One bank may have withdrawn from secondary retail entirely. Another may be actively targeting light industrial. A third may be comfortable with a company incorporated two years ago if the directors have fifteen years in the sector. The same business, with the same accounts, can receive a decline, a 60% offer and a 75% offer in the same week.

Appetite moves constantly

Lender appetite shifts with funding costs, portfolio concentration and internal targets. A lender that was writing hospitality deals in the spring may have paused by the autumn because it has enough exposure to the sector. None of this is published anywhere. It is known through regular contact with the lenders themselves.

A decline leaves a mark

Approaching lenders one at a time means repeated credit searches and a growing record of applications. It also wastes money, because a valuation fee paid to a lender that later declines on policy grounds is rarely transferable.

There is a practical backstop worth knowing about. Under the Bank Referral Scheme, designated UK banks that decline an SME finance application must offer to refer the business to a designated finance platform, which can then introduce alternative lenders. It is useful, but it operates after a decline rather than preventing one.

How Brokers Compare Hundreds of Commercial Mortgage Products

There are well over a hundred active commercial mortgage lenders in the UK, and a substantial share of them distribute only through intermediaries. Approaching them yourself is not difficult, it is impossible.

The comparison is not a rate table

Because commercial pricing is negotiated per deal, comparison means obtaining indicative terms on the specific case rather than looking up published rates. A broker will typically approach a shortlist of lenders on a no names basis first, describing the deal without identifying the borrower, and use the responses to narrow the field before any formal application or credit search.

What actually gets compared

Element	Why it matters
Interest rate and margin	The headline cost, but rarely the whole story
Arrangement fee	Commonly 1% to 2% of the loan, sometimes negotiable
Early repayment charges	Determines your flexibility to sell or refinance
Loan to value offered	Directly affects how much cash you must find
Term and amortisation	Shapes monthly cost and total interest paid
Debt service cover required	Decides whether the deal passes at all
Covenants and reporting	Ongoing obligations that can restrict the business later
Personal guarantee level	Your personal exposure if things go wrong
Speed to completion	Critical where a purchase deadline applies

A 6.1% offer with a 2% fee, a five year early repayment charge and a full personal guarantee is not obviously better than a 6.5% offer with a 1% fee, no penalties and a capped guarantee. Which one wins depends on how long you intend to hold the loan and how much personal risk you are willing to carry.

Finding Finance for Different Types of Businesses

The value a broker adds varies with the case. The more unusual the borrower, the more it matters.

Helping start-ups secure commercial finance

New businesses face the tightest criteria. Most mainstream commercial mortgage lenders want two to three years of filed accounts, which rules out a company incorporated last year regardless of how well it is performing.

Where start-ups do succeed, it is usually because three things are present: directors with a long track record in the same sector, a deposit of 40% or more, and projections supported by evidence such as signed contracts or a forward order book.

A broker’s job here is knowing the handful of lenders who will take a view, and presenting the directors’ experience as the strength of the case rather than the company’s short history as its weakness.

Example. Two engineers with a combined twenty six years at a Basildon manufacturer set up their own firm and wanted to buy a small industrial unit after eighteen months of trading. Two high street banks declined on trading history alone.

The case was placed with a challenger bank at 60% loan to value, supported by the directors’ CVs, twelve months of management accounts and a signed three year supply agreement with a former employer’s customer.

Supporting established businesses with expansion

For businesses with a decade of accounts, the challenge is different. They are usually fundable. The question is whether the structure is right.

Business expansion finance frequently involves more than one facility. A company buying a second site might combine a commercial mortgage on the property with asset finance for equipment and an overdraft for working capital.

Arranging these together, with one lender or several, avoids the common problem of a property loan that consumes all the available security and leaves nothing for the working capital the expansion actually requires.

Funding commercial property purchases

For an owner occupied commercial mortgage, the lender is assessing your business as much as the building. Adjusted net profit needs to cover the annual mortgage cost comfortably, usually by at least 1.25 times when stress tested above the pay rate.

Brokers commonly add value here by restructuring how the purchase is held. Buying through a separate property company or a self invested personal pension, then leasing back to the trading business, can be efficient for tax and succession purposes.

It is not right for everyone, and it needs input from your accountant, but it is a conversation that rarely happens if you go straight to a lender.

Commercial buy to let investments

With a commercial buy to let mortgage, the tenant carries the case. Lenders look at the unexpired lease term, break clauses, the tenant’s accounts, repairing obligations and whether the lease sits inside or outside the security of tenure provisions of the Landlord and Tenant Act 1954.

Two properties with identical rents can be priced very differently. A unit let to a national chain on a twelve year lease is a straightforward proposition. The same unit let to a two year old independent business on a rolling agreement will attract fewer lenders and a higher rate.

A broker who reads the lease before approaching anyone avoids submitting to a lender whose policy the tenancy was never going to satisfy.

Office, retail and industrial property finance

Lenders assess commercial property by how easily it could be sold or re-let if they ever had to recover it. That produces a fairly consistent hierarchy.

Property type	Typical lender appetite	Common considerations
Industrial and warehousing	Strong	Widest lender choice, particularly near major road links
Offices	Moderate to strong	Location and EPC rating increasingly influence terms
Prime retail	Moderate	Tenant covenant strength drives the decision
Secondary retail	Limited	Lower loan to value, higher margins
Mixed use	Strong	Residential element often improves terms
Specialist trading property	Narrow	Assessed as a business as much as a building

Energy performance is worth flagging. Minimum energy efficiency standards already restrict the letting of substandard commercial property in England and Wales, and a growing number of lenders factor EPC ratings into both appetite and pricing.

A poor rating on a property you intend to let can affect fundability, so check it before you exchange rather than after.

Negotiating Better Interest Rates

Commercial mortgage interest rates are quoted deal by deal, which means there is genuine room to negotiate. Whether you get any of it depends largely on whether the lender believes you have alternatives.

Where the market sits

The Bank of England held the base rate at 3.75% on 30 July 2026, with the next Monetary Policy Committee decision scheduled for 17 September 2026. Against that background, most commercial mortgages are priced somewhere between roughly 5% and 9%, with variable products typically set at around 2% to 5.5% above base rate. Strong owner occupiers at low gearing sit at the bottom of that range. Specialist assets, new companies and adverse credit cases sit well above it.

What gives a broker leverage

Competing terms. A lender aware that two others have quoted will sharpen pricing. A lender that knows it is the only option will not.
Volume relationships. Brokers placing regular business with a lender have a route to the people who can approve an exception.
Case quality. Deals presented cleanly, with the weaknesses already addressed, are easier to price generously.
Timing. Lenders working towards quarterly targets are more flexible than lenders that have already met them.

Negotiating the shape, not just the number

Sometimes the rate will not move but something else will. Common wins include a reduced arrangement fee, a shorter early repayment charge period, a higher loan to value, removal of an annual covenant test, or a personal guarantee capped at a proportion of the loan rather than the whole facility.

On a company purchase, capping a guarantee at 25% rather than 100% may be worth considerably more to a director than a 0.15% rate reduction.

A realistic expectation: negotiation typically moves pricing by around 0.2% to 0.5% on a competitive case. That is worth £1,000 to £2,500 a year on a £500,000 loan, which usually covers a broker fee several times over. It is not, however, the difference between 8% and 5%.

Reducing Overall Borrowing Costs

The rate is the most visible cost and rarely the only one that matters. Total cost over your realistic holding period is the figure to compare.

Cost	Typical level	Where savings usually come from
Interest margin	Varies by case	Competing offers and lower gearing
Arrangement fee	1% to 2% of the loan	Negotiation, or choosing a lender with a lower fee structure
Valuation fee	£1,000 to £3,000	Avoiding valuations for lenders likely to decline on policy
Lender legal costs	£1,500 to £4,000	Lenders with capped or fixed legal fee arrangements
Early repayment charges	Varies widely	Matching the fixed period to your actual plans
Exit and redemption fees	Often a few hundred pounds	Identifying them before you sign, not at redemption

Structural savings

Some of the biggest reductions come from decisions made before any lender is approached.

Term length. A longer term reduces monthly cost and helps affordability but increases total interest. A shorter term does the reverse. The right answer depends on cash flow, not on a rule.
Gearing. Putting in slightly more deposit to drop from 75% to 70% loan to value can move the rate band and reduce cost across the whole term.
Fixed period. Fixing for five years when you intend to sell in three is an expensive mismatch.
Facility mix. Funding equipment through asset finance rather than adding it to a twenty year property loan avoids paying for a machine long after it has been replaced.

Helping Improve Mortgage Approval Chances

A commercial mortgage application is a persuasion exercise. The lender is being asked to take a fifteen or twenty year view on your business, and it will decide largely on the quality of what it is given.

Understanding lender requirements

Most declines are predictable, because most lenders test the same things. Common expectations include:

Debt service cover of at least 1.25 times, stress tested above the pay rate
Two to three years of filed accounts, plus management accounts if the last set is more than six months old
Evidence of the deposit and its source, with full anti money laundering checks
A clean or well explained credit profile for both the business and the directors
No outstanding HMRC arrears or unfiled accounts at Companies House
A property the lender considers reasonably saleable
Personal guarantees from directors where borrowing sits in a company

Knowing which of these your case fails is more useful than knowing all of them. A broker’s practical contribution is often to say: this will not pass at Lender A because of the HMRC time to pay arrangement, but Lender B will consider it if we evidence twelve months of adherence.

Preparing strong commercial mortgage applications

The application itself follows a fairly standard path.

Case review. Property, price, deposit, purpose and business position are assessed, and the deal is tested against affordability before anyone is approached.
Evidence gathered. Accounts, bank statements, identification, leases and property details are collected in full rather than in instalments.
Indicative terms sought. Suitable lenders are approached, often without naming the borrower, and heads of terms are compared.
Lender selected. You choose on total cost and conditions, not rate alone.
Formal submission. The case goes in with a written rationale explaining the business, the property and anything unusual in the figures.
Valuation instructed. A RICS registered valuer inspects, usually taking two to four weeks on standard property.
Underwriting. Credit review, follow up questions, and either approval, conditional approval or decline.
Offer and legals. Solicitors deal with title, leases, planning and searches. This is normally the longest stage.
Completion. Conditions satisfied, funds drawn, charge registered at HM Land Registry.

Two habits make the biggest difference. Submit complete information the first time, because a file missing a year of accounts simply sits in a queue. And explain anomalies before they are found, since underwriters treat a disclosed problem very differently from a discovered one.

Supporting Complex Business Structures

Straightforward cases can often be placed directly. Complexity is where brokers earn their keep, and most real businesses are more complex than lender application forms assume.

Helping self-employed directors

Directors of small limited companies are frequently remunerated through a modest salary plus dividends, with profit retained in the business for tax reasons. A lender reading the personal tax return alone sees a low income. The same director may have a business with £200,000 of retained profit.

The solution is presenting the full picture: company accounts alongside personal returns, an explanation of the remuneration policy, and where relevant a calculation based on share of net profit rather than declared income. Some lenders accept this readily. Others do not consider it at all. Knowing which is which saves a wasted application.

This overlaps with personal borrowing more often than people expect. Directors buying business premises are frequently reviewing personal finance at the same time, whether that is remortgage advice in Brentwood as a fixed rate ends or a first time buyer mortgage Romford purchase for a family member. Advisers who handle both sides can sequence the applications so that one does not undermine the other, which matters because a large new personal commitment taken out mid application will show up on a director’s credit file.

Finance for limited companies

Most commercial property is now bought through limited companies, including special purpose vehicles set up solely to hold the asset.

Lenders assessing a company will look at the trading history, the directors and shareholders individually, any group structure and intercompany loans, and the pattern of drawings. Special purpose vehicles are usually straightforward because there is nothing else in them, though the directors are then assessed personally.

Expect personal guarantees. They are standard, but the level is negotiable and should be reviewed by a solicitor. Many lenders require independent legal advice on guarantees as a condition of drawdown, so build that into your timescales rather than discovering it in the final week.

Groups, partnerships and trusts

Trading groups, partnerships, LLPs and pension funds all borrow on commercial property, and each is assessed differently. Where borrowing sits in one entity and income in another, lenders will want to see how the debt is serviced across the structure and may require cross guarantees. These cases are rarely placed successfully without someone who has done them before.

Commercial Mortgage Refinancing

Refinancing is the most overlooked opportunity in commercial property finance. Many business owners arrange a commercial mortgage and then leave it alone for a decade.

Why review your existing borrowing

Circumstances change in your favour more often than you might think. The property may have increased in value, reducing your loan to value and moving you into a better rate band. Your accounts may be stronger than when you first borrowed. A lender that had no appetite for your sector five years ago may now be competing for it.

A sensible discipline is to review commercial borrowing every three to five years, and always at least six months before a fixed rate ends. Rolling onto a lender’s standard variable rate by default is one of the most common and most avoidable costs in the market.

Business debt consolidation

Businesses often accumulate borrowing in layers: a commercial mortgage, an asset finance agreement, a merchant cash advance taken during a difficult quarter, a director’s loan. The short term facilities are usually the expensive ones.

Where a property has equity, refinancing can consolidate those facilities into one loan at a materially lower rate and free up monthly cash flow. Two cautions apply. Spreading short term debt over twenty years reduces the monthly cost but can increase the total paid, so run the numbers over the full term. And consolidating unsecured borrowing into a loan secured on your premises converts a business risk into a risk to the building you trade from.

Commercial remortgaging opportunities

A commercial remortgage can also release capital rather than simply reduce cost. Common uses include funding a deposit on a second site, buying out a departing shareholder, investing in equipment, or settling a tax liability more cheaply than through short term borrowing.

Example. A wholesaler in Grays bought its warehouse for £480,000 in 2019 at 70% loan to value. By 2026 the balance had reduced and the property had been revalued higher, taking the loan to value below 55%. Refinancing achieved a lower margin and released capital towards a second unit, without increasing the monthly payment. The trigger was simply a scheduled review, not a problem.

Refinancing does carry costs. Expect a new valuation, legal fees on both sides, an arrangement fee and possibly an early repayment charge on the outgoing loan. The saving needs to clear all of that with room to spare, which a broker should model for you before you commit.

Mistakes Businesses Make When Applying Without a Broker

These come up repeatedly, and all of them are avoidable.

Comparing rates instead of total cost. Fees, early repayment charges and covenants routinely outweigh a small difference in margin.
Applying before the accounts are ready. Submitting with a year old set of accounts and no management figures invites doubt.
Hiding adverse credit. It will be found. Discovered problems are treated far more harshly than disclosed ones.
Underestimating the cash required. Deposit plus fees plus stamp duty plus legals frequently runs several percent above what owners budget.
Assuming the valuation will match the price. Down valuations are more common in commercial lending than residential because comparable evidence is thinner.
Using a residential conveyancer. Commercial titles involve leases, planning, environmental matters and unregistered land. The wrong solicitor adds weeks.
Taking on new borrowing mid application. A vehicle on finance signed in week six can undo an approval.
Choosing the wrong product entirely. Attempting a term mortgage on a vacant or uninhabitable property, where bridging then refinance was the correct route.
Ignoring the exit. Particularly with short term finance, lenders decline on a weak exit strategy more often than on the asset itself.
Leaving it too late. Approaching a lender four weeks before a purchase deadline limits you to whoever is fastest rather than whoever is best.

When Should You Speak to a Commercial Mortgage Broker?

Earlier than most people do. The useful conversations happen before decisions are locked in.

Before you make an offer. Knowing your realistic borrowing capacity strengthens your negotiating position and stops you pursuing a property you cannot fund.
Six months before a fixed rate ends. Enough time to arrange a replacement without defaulting onto a standard variable rate.
When your lease renewal is approaching. A rent review is a natural moment to compare renting with buying.
When you are planning expansion. Property, equipment and working capital are best arranged as one plan.
After a decline. A decline from one lender says very little about the market as a whole.
Before restructuring the business. Changing shareholdings or incorporating a new entity shortly before applying can reset your trading history in the lender’s eyes.
When buying at auction. Twenty eight day completion requires finance arranged before the hammer falls, not after.

How to Choose the Right Commercial Mortgage Broker UK

Commercial lending is largely unregulated, so verification sits with you.

Check authorisation

Confirm the firm on the Financial Conduct Authority’s Financial Services Register. If any part of your borrowing could be regulated, for instance a mixed use property where you or a relative will occupy the residential element, the firm must hold the correct permissions.

Test genuine commercial experience

Ask how many commercial cases the firm completed last year and in which sectors. Commercial and residential lending are different disciplines, and a firm that arranges the occasional commercial deal alongside a residential book is not the same proposition as one working in the market daily.

Understand the fee structure

Most commercial brokers charge a fee, commonly 0.5% to 1% of the loan, and also receive a procuration fee from the lender. That is normal, provided both are disclosed in writing before you commit. Be cautious about large non refundable fees payable before any indicative terms have been produced.

Ask what could go wrong

The single most revealing question is what the weaknesses in your case are. A broker who answers it honestly at the first meeting, rather than promising a smooth process, is usually the one to instruct.

Consider local market knowledge

Valuations rest on local comparable evidence, and appetite differs by area. A firm working across Essex will know how valuers treat industrial stock around Basildon and Grays, or mixed use parades in Brentwood, better than a national call centre will.

Practices offering both commercial finance and professional mortgage advice in Chelmsford for personal borrowing can also handle a director’s business and personal position together, which is useful when the two interact.

Business Finance Checklist

Work through this before your first meeting with a lender or broker. Having it ready will shorten the process noticeably.

Last two to three years of full filed accounts
Management accounts if the latest filed set is over six months old
Six to twelve months of business bank statements
A schedule of all existing borrowing, including asset finance and director loans
Confirmation that Companies House filings and HMRC payments are up to date
Evidence of the deposit and a clear record of where it came from
Photographic identification and proof of address for every director and significant shareholder
Sales particulars, or heads of terms, for the property
Copies of all leases and a tenancy schedule for investment purchases
The property’s Energy Performance Certificate
Planning permissions and building regulations approvals
A short written summary of the business, the purpose of the loan and how it will be repaid
A realistic budget covering deposit, fees, stamp duty and legal costs
Details of your commercial property solicitor

Related:

Frequently Asked Questions

Is it cheaper to use a commercial mortgage broker or go direct to a bank?

Using a broker adds a fee, typically 0.5% to 1% of the loan, but frequently reduces total cost by more than that through better pricing, lower fees and avoiding wasted valuations. Going direct is only likely to be cheaper if your bank happens to offer market leading terms for your exact case, which you cannot know without comparison.

How do commercial mortgage brokers get paid?

Usually through two sources: a fee paid by you, and a procuration fee paid by the lender on completion. Both should be set out in writing before you proceed. Ask when the client fee is payable and whether any part of it is refundable if the case does not complete.

Can a broker get me a better interest rate than my own bank?

Often, though not always. The gain typically comes from two directions: access to lenders you cannot approach yourself, and the leverage that competing offers create. Realistic negotiation moves pricing by around 0.2% to 0.5% on a competitive case, which on a £500,000 loan is roughly £1,000 to £2,500 a year.

Can a commercial mortgage broker help if I have already been declined?

Yes, and this is common. A decline usually reflects one lender’s policy rather than a universal verdict. The first step is establishing the actual reason, which is often narrower than the borrower assumes. Cases declined on trading history, sector or property type can frequently be placed elsewhere, though sometimes at lower loan to value.

Are commercial mortgage brokers regulated by the FCA?

Only partly. Most commercial lending falls outside the FCA’s regulated mortgage regime, so a firm can arrange purely commercial deals without authorisation. Any firm advising on regulated products, including mixed use property where you or a relative will live in part of it, must be authorised. Checking the Financial Services Register is straightforward and worth doing regardless.

How long does a commercial mortgage take when using a broker?

Typically eight to sixteen weeks from enquiry to completion, with straightforward refinances sometimes completing in six to eight. A broker rarely shortens the legal stage, which causes most delays, but does speed up sourcing and underwriting by submitting complete cases to lenders that are likely to say yes.

Can a broker help my limited company buy property?

Yes. Most commercial property is bought through limited companies or special purpose vehicles. Brokers help by identifying lenders comfortable with your structure, presenting group relationships clearly, and negotiating the level of personal guarantee required from directors.

Should I use a broker for a commercial remortgage or just stay with my lender?

It is worth comparing. Existing lenders do not always offer their best terms on renewal, and your loan to value and trading position may have improved since you first borrowed. Model the cost of switching, including valuation, legal fees and any early repayment charge, against the saving over the remaining term.

What if my business has only been trading for a year?

It is difficult but not impossible. Expect a lower loan to value, often 50% to 65%, and a higher rate. Your strongest assets are the directors’ sector experience, a substantial deposit and credible projections backed by contracts or orders. A broker will know which lenders consider short trading histories rather than filtering on it automatically.

Do I still need a solicitor and an accountant if I use a broker?

Yes. A broker arranges the finance. A commercial property solicitor handles title, leases, planning and searches, and an accountant advises on ownership structure and tax. The three roles are separate, and a good broker will work alongside both rather than replacing them.

Conclusion

The finance behind a commercial property purchase shapes the business for as long as the loan runs. It determines monthly cash flow, how much capital stays in the business, how easily you can sell or expand, and how much personal risk the directors carry. Those are strategic decisions, not administrative ones.

What a commercial mortgage broker UK business owners appoint brings to that is straightforward in principle: a wider view of the market than any single lender can offer, a case presented in the way underwriters expect, terms tested against alternatives rather than accepted, and someone managing the process while you continue running the business. The gains are rarely dramatic on any single item. Added together across rate, fees, structure and avoided mistakes, they are usually substantial.

Whether you are buying premises for the first time, funding an expansion, restructuring existing facilities or reviewing a commercial mortgage that has quietly rolled onto a variable rate, the useful step is an early conversation. A competent adviser will tell you within one meeting what is achievable, what it is likely to cost, and what in your case needs attention before any lender sees it.

Published by Meedium.

This article provides general information about commercial property finance in the United Kingdom and does not constitute financial, tax or legal advice. Lending criteria, interest rates and tax treatment change and depend on individual circumstances. Commercial mortgages are not usually regulated by the Financial Conduct Authority. Your property may be repossessed if you do not keep up repayments on a mortgage secured against it. Obtain advice specific to your situation before proceeding.

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