Reduce total repayment
- Measure
- Remaining cost versus replacement cost
- Watch
- Settlement and setup charges
A lower monthly payment can help cash flow while increasing the amount repaid overall. Establish what the refinance needs to achieve and what the business gives up in return.
Discuss business-loan refinancing
Business-loan refinancing replaces existing borrowing with a new agreement. Our £200k+ focus is established UK companies with a defined commercial purpose, a credible repayment source and enough information to compare keeping the current loan with changing it.
Reducing total cost, reducing near-term repayments and raising additional cash are different objectives. One agreement may not achieve all three. Extending the term can improve monthly cash flow without making the debt cheaper.
List each existing loan’s balance, settlement figure, payment, remaining term and security. Use a dated settlement quotation rather than the accounting balance. Identify whether current fees or interest are rebated and whether early repayment costs apply.
Start with gross new borrowing, deduct settlements and any fees withheld, then show cash actually available to the business. Compare the new total repayable with the remaining obligations being replaced, adjusting for extra borrowing and different timings.
Look beyond the interest label. Establish whether the quote uses a flat rate, an annual rate on a reducing balance, APR, factor rate or fixed total charge. Those cannot be compared by placing the percentages in one column.
Refinancing can simplify multiple repayments or remove an unsuitable maturity. It can also extend security over assets, introduce a guarantee or turn shorter exposure into a longer personal commitment. Understand releases from the old lender as well as obligations to the new one.
Test affordability with a cautious forecast. Refinancing does not correct a structural trading loss. Where cash is tied to eligible invoices or a specific equipment purchase, invoice finance or asset finance may be a more appropriate comparison.
£450k new borrowing.
£9k deducted.
£420k existing debt repaid.
£21k left for the business.
Hypothetical illustration only. Not a client case, quote, lender policy or funding commitment.
Assume an existing loan needs £420k to settle and has £480k of remaining scheduled payments. New borrowing of £450k has £9k fees deducted, leaving £21k after settlement. If the new scheduled repayments total £525k over a longer term, monthly payments may fall but scheduled payments rise by £45k. This is not a like-for-like saving comparison because the business also receives £21k and changes the term. It shows why all three figures matter.
Illustrative assumptions only. Not a quote, provider policy or funding commitment.Check arrangement, valuation, legal and early-settlement charges. Establish whether fees are paid upfront, deducted or financed. Understand security priority, personal guarantees, cross-default clauses and any continuing obligations after the previous loan is repaid.
Understand facility fees and costs ↗The brief enquiry does not require these documents. Agree the purpose, permissions and appropriate sharing route first.
Not necessarily. Fees, amount, term and repayment basis can outweigh a lower percentage. Compare actual cash flows and total repayment.
It can be explored where there is a supportable purpose and repayment case. Consolidation may increase the term or security exposure.
No. The replacement provider makes its own assessment, including the use of funds and ability to repay.
These external sources explain product features. They do not establish an NBS agreement, current lender appetite or terms available to your business. Content reviewed 24 October 2026.
Start with a brief enquiry.
No financial documents needed to begin.