Specialist Finance Broker
chris@cdwfinancialspecialists.com
0118 208 0499
Chris Wilkinson, Founder and Director
I have over 20 years of financial experience, working for some of the top banks across a range of products including foreign exchange, asset finance, invoice finance, working capital, and property finance.
When I'm not working, I enjoy running and skiing. I also have a pilot license and hold an instructor rating.
Core values you can expect from me:
1. Integrity and calmness under pressure.
2. Specialist, solutions-focused expert.
3. Deep care and empathy for clients, referrers, and outcomes.
4. Collaborative, and honest, trusted-partner mindset with long-term
relationships at the core.
How I help businesses
I support businesses across all industries that need to release working capital tied up in their ledger, require funds to purchase assets, or need property finance including bridging loans and to release equity tied up in property.
I have a friendly and professional approach - simply contact me to discuss your financial needs and we'll talk through some options. There is no obligation or cost to discuss your initial requirements. I'm here to lend a helping hand and the decision is yours as to what you do next.
Helping businesses in distress
Alternative property funding
Loans available for any business purpose, irrespective of the circumstances. No requirement to provide income, proof of affordability, credit searches, current or previous lender references.
Benefits:
- No monthly repayments of the loan capital or interest during the loan term
- Apply for a further term toward the end of the initial term period, or remortgage
- No loan exit fees
Cashflow issues
“Businesses don’t go under because they are not profitable, they go under due to running out of cash." We have a number of providers that can support you with your cashflow needs… don’t leave it until it’s too late.
Companies with CCJs
We have helped many businesses with CCJs in the past. Provided you are forthcoming with the information, we can help you.
Loss-making companies
If your company is a loss-making business, we still can help you! Our panel of lenders are open to helping companies that need support to be turned around.
Trading insolvent
In today's world of business and the challenges we face, such as the impacts of Covid, Brexit, high interest and inflation, we are seeing many businesses trading insolvent. Each case is looked at independently and assessed on best options going forward for the company.
VAT arrears
If you have VAT arrears or not going to be able to pay the next VAT quarter we have different, flexible options for you.
Facing bankruptcy
We have helped clients in the past who are facing bankruptcy. If you are a property or land owner there are still options for you. No credit checks, no business accounts needed. We can assess the property or land to find suitable funding.
Property lending
We have a panel of property lenders that we work with that can provide quick turnaround, competitive pricing to give you the funding that you need. We don’t use high street banks.
Client case studies
Helping a business close to bankruptcy to improve cashflow
Over the last three months I have been working with a business that is very close to bankruptcy and has been struggling with sufficient cashflow. They have a term loan, overdraft and government funding.
Even with a significant cash injection, they would still be in the same position 12 months later unless they looked at how their business cash lifecycle works.
Leading the board meeting to discuss their options, how I can help and what needs to be changed from a leader prospective.
I have completed a diagnostics review with the finance team to look at aged debtors and creditors to implement new processes and improvements, such as:
- Decreased the cash cycle days by removing internal ‘hoops’ that didn’t need to be there.
- Training given to credit control staff and extra duties.
- Key cashflow training to better manage creditor pressure and building relationships with debtors, especially the top 10 debtors.
- Managing the cashflow cycle with new and old debtors.
During month one, the cashflow position increased by an extra £20k, month two £45k, and month three £60k.
They are now able to move forward and grow the business back to pre-covid levels in a positive cash position without the need for additional finance.
Business affected by COVID-19 needing working capital
A company was looking for a £50k cash injection. A poor trading history over the last 12 months due to COVID-19 meant they couldn't get funding from traditional highstreet lenders.
By spending time with their finance manager looking at their aged debtor and creditor summary, we have been able to generate the cash they need over a three month period. This has been achieved by reviewing creditor payment terms and implementing new debt chasing process.
Wholesale company trading out of COVID-19
Are you paying your creditors too early and running out of cash?
Are you paying your creditors too early and running out of cash?
A wholesale company were improving their sales to near pre-COVID levels. They were mindful to offer sensible credit terms to their clients in order to maintain the relationship. However, this was having a significant impact on their cashflow.
We reviewed their creditors and debtors and were able to increase the frequency of invoices for their top 10 clients throughout the month, rather than leaving it until the end of the month. In addition, they increased their credit terms for their top five creditors so they have longer to pay them. Our client is now in a stronger cashflow position.
Are you paying your creditors too early and running out of cash?
Are you paying your creditors too early and running out of cash?
Are you paying your creditors too early and running out of cash?
We have been working with a property management company who has furloughed 75% of their staff due to COVID and will not be able to bring back their people in full for a few more months.
Cashflow has been an issue for over 12 months, due to many empty offices with people working from home. The need to service and maintain offices has reduced by 55%, so turnover is greatly reduced and cashflow has become a real concern.
We have completed a review of their creditors and found 25% of them have been paid too early, well before their due date. Also, some new creditors had unclear payment terms and were being paid 35 days before they should have been.
Following the review and implementing our recommendations, my client’s cash position has strengthened within 10 working days. For the first time in 12 months they were not short of cash at month end.