Choose the brief that matches the investment
| Practice plan | Start with | Cash question |
|---|---|---|
| New or replacement device | Itemised equipment, support and installation quote | When can it be used, and when do the resulting receipts arrive? |
| New rooms or an additional location | Premises, works, staffing and opening timetable | How are costs paid before appointments build? |
| Buying an existing practice | Purchase terms, trading evidence and diligence | What remains available after purchase costs and the first operating commitments? |
| Short operating gap | Dated receipts, wages and other expenses | What creates the shortfall and which receipt repays it? |
Swipe or scroll the table sideways to see every column.
Atlas can help organise the funding requirement for the chosen transaction. Equipment, acquisition, premises and working-capital needs can be discussed together while retaining their different evidence and repayment sources.
Acquisition example: the price is only one part
Consider this hypothetical practice purchase. These are planning amounts, not a valuation, lender advance or statement about finance against goodwill. The operating reserve remains cash for the business; it is not a transaction expense.
| Cash requirement | Example amount |
|---|---|
| Practice purchase price | $600,000 |
| Diligence and transition costs | $20,000 |
| Cash to retain for early operating commitments | $50,000 |
| Total cash requirement including reserve | $670,000 |
| Buyer cash available for the whole plan | −$170,000 |
| Remaining funding requirement | $500,000 |
Swipe or scroll the table sideways to see every column.
If $150,000 of the buyer’s cash goes towards the price and $20,000 towards costs, none of that $170,000 remains for the $50,000 operating reserve. A purchase-only borrowing calculation of $450,000 would therefore leave part of the plan unfunded. Whether and how the additional amount can be financed requires separate consideration.
Check the business purchase with your accountant and legal advisers: trading records, assets and liabilities, staffing, contracts, premises arrangements and the continuity of the service. A forecast should include the cost of replacing the selling owner’s work where necessary, rather than treating that contribution as free.
New capacity has to become delivered appointments
For an equipment or premises expansion, estimate appointments delivered rather than every slot available. Include practitioner availability, cancelled appointments, staff and consumable costs, maintenance and the timing of cash receipts.
Use a slower ramp-up and identify the wages, rent and software costs paid before the new activity supports them. Use the practice’s own fee and collection assumptions; a generic reimbursement figure would give a false sense of precision.
Compare the full commitment with the practice plan
For each proposal, review fees, repayments, security and guarantees, final amounts and early-payout conditions. A planned upgrade, premises move or ownership change may occur before the finance ends.
Check how the proposed debt sits beside existing repayments and the cash needed to keep the practice operating. Debt-service calculations help test entered assumptions; they do not predict a lender’s decision or replace business valuation and purchase diligence.
Discuss the transaction with Atlas
Tell us whether the next step is equipment, premises, acquisition or an operating requirement. We can help assess the amount and timing, compare the relevant funding options and organise the information needed to progress the discussion.
For an acquisition, bring the draft budget and available business evidence. For new capacity, bring the supplier/project costs and the realistic path from installation to receipts.
What to prepare
- Specific equipment, premises, acquisition or operating requirement
- Purchase/project budget, cash contribution and reserve
- Practice financials and evidence behind future appointments and receipts
- Existing debt, premises and staffing commitments
- Supplier, installation, handover and opening dates
- Acquisition diligence and adviser questions where relevant
- Lower-activity or delayed-opening cash scenario
Common questions
Are professional qualifications enough to obtain practice finance?
They are relevant business context, but they do not establish approval. The lender considers the complete proposal, including the transaction and financial evidence.
Can equipment and a practice fit-out be assessed together?
They can form one overall enquiry, but the equipment, building works and operating costs need separate amounts and evidence. Do not assume one product funds every component.
What should I include beyond the practice purchase price?
Include transaction and transition costs, the cash needed for early operating commitments and any immediate equipment or premises work. Confirm the treatment of assets, liabilities and purchase terms with your advisers.
Can Atlas help with a new practice?
Yes. Bring the plan, contribution, project budget and evidence behind the ramp-up. We can help assess the funding need and preparation; a forecast or professional qualification is not a lender approval.
Does the headroom tool tell me what a lender will approve?
No. It compares the operating cash and debt-payment assumptions you enter. Use it to identify pressure points and prepare questions about the actual proposal.
General information only. Product terms and availability vary. Check the actual proposal and obtain advice appropriate to your circumstances.