Time to decide the next chapter
The one-year DwtD pathway is designed around two possible outcomes: the owner repays the funds within the agreed one-year period, or the business is sold to 37D under agreed terms.
It may be worth discussing where a business owner needs time to stabilize the operation and wants a defined alternative if repayment is not the chosen path. The funding and acquisition arrangements have to be assessed together.
Define both outcomes before proceeding
The parties need to agree the amount advanced, costs, repayment date, security, reporting requirements and the terms governing the alternative sale. Valuation, assets, liabilities and the owner’s continuing obligations require particular clarity.
“Walk away” means choosing the agreed sale route. It does not automatically release personal guarantees, taxes, third-party debt or other liabilities. Any release or transfer must be expressly documented.
Discuss the fit
Share a non-confidential overview, the amount and use of funds, current obligations and the intended position at the end of the year. An enquiry is not a funding or acquisition commitment.
Your next step
Request a conversation, pricing, partnership information or relevant case studies and testimonials where available. Your selection and fast-track code are filled automatically.
Discuss this opportunity → Review or request a confidentiality agreement →Who we work with
37D excludes cannabis businesses, businesses with 51% or more of sales from alcohol, gaming businesses and businesses involving nudity from its services and acquisitions. All alcohol products are excluded from sourcing and trade. Higher Ground beverage supply to casino customers is a limited exception to the gaming-business exclusion; it does not extend to gambling operations, financing or acquisitions.
Planning your M&A DwtD — One-Year Repayment or Sale Pathway enquiry
Consider the operating value behind the transaction
A business opportunity includes more than assets or a proposed purchase price. Customers, contracts, staff knowledge, working-capital needs and supplier dependencies can all affect the operating case. Start with the business model, what is included in the proposal and the reason for the transaction.
A structured review can move from a non-confidential introduction to an agreed information exchange and a more detailed assessment. Commercial, financial and professional reviews should be defined for the transaction. Integration and continuity also matter: the people, systems and customer commitments need a workable plan if the proposal proceeds.
Shape the conversation around your priorities
The areas identified for this offering include the following. Tell us which matter most to you, what you already have in place and where the current approach falls short. This helps the team assess fit and agree a focused scope.
- Funding requirement and use
- Current trading position and debts
- Repayment plan and timing
- Assets, ownership and proposed sale outcome
Information that helps us assess the next step
Introduce the business or asset, location, activity, the proposed transaction and your role in it. A non-confidential overview is enough to begin. If there is a potential fit, the next steps can include an agreement and a structured exchange of information.
Explore the connected services
A requirement can cross more than one part of the business. These related pages provide additional context; the team can help determine whether any belong in your scope.
Your next step
Request a conversation about this offering, ask about pricing or introduce a partnership proposal. You may also ask for relevant case studies, references or testimonials available for discussion. Use fast-track P10118 so that the team can identify this page and your starting point.