Refreshing support for SME finance: What the Growth Guarantee Scheme means for UK businesses 

Access to finance continues to be a pressing concern for many UK small and medium-sized enterprises (SMEs), especially in a landscape shaped by inflation, high operating costs, and cautious lending. That’s why the Chancelor has refreshed its existing support framework through the launch of the Growth Guarantee Scheme (“GGS”), which is an updated version of the Recovery Loan Scheme (“RLS”) and CBILS loan initiatives. 

This article offers a summary of the GGS and outlines the key considerations for borrowers when considering it as part of their funding strategy. 

Background on the Growth Guarantee Scheme 

Administered by the British Business Bank (“BBB”), the GGS is targeted primarily at small and medium-sized enterprises (“SMEs”) across the UK with an annual turnover of up to £45 million. These businesses, who are backbone of the UK economy, often find it challenging to secure finance through traditional commercial routes due to limited collateral, short trading history, or inconsistent cash flows. The scheme is designed to help viable companies overcome these barriers by enabling accredited lenders to offer loans backed by a 70% government guarantee thus reducing the risk for the lender while maintaining commercial decision-making. 

Like the RLS and CBILS, crucially, the GGS is not a grant or subsidy. It’s a guarantee to the lender, not the borrower. Businesses remain 100% liable for repayment of the loan, but the presence of the guarantee makes lenders more willing to extend credit to firms that may otherwise be declined. The BBB plays a central role in overseeing the scheme, accrediting lenders, monitoring delivery, and ensuring the programme meets its policy objectives, which include supporting business investment, protecting jobs, and driving regional economic growth. 

As with its predecessor, the Growth Guarantee Scheme is a temporary measure with a defined end date, currently scheduled to run until 31 March 2026. It is a key part of the government’s broader efforts to build a more dynamic, innovation-led economy, with SMEs at its core. 

Eligibility Criteria 

  • Turnover: Up to £45million (on a group basis)  
  • UK Trading Activity: Over 50 % income from UK-based trade  
  • Viability: A commercially with no insolvency proceedings  
  • Subsidy Limits: Borrowers must confirm they remain within de minimis subsidy thresholds under UK/EU rules  viable business proposition 

Key Considerations for Borrowers & Lenders 

  • Optimising the £2million cap 
    Borrowers could combine a GGS-backed bilateral a cash flow-based term loan  with non-GGS loans funded outside the scheme, (e.g.  asset based finance). This modular approach would help to maximise debt capacity above the £2m cap but at the same time the borrower would remain compliant with the requirements of the GGS scheme. 
  • Credit approval process 
    Despite the guarantee, lenders retain full authority over credit assessment, so borrowers must still meet financial health, collateral requirements. BBB does not override lender underwriting standards, nevertheless the guarantee is helpful, particularly in situations where there are no collateral supporting the loan. 
  • Using the Growth Guarantee Scheme to refinance CBILS, BBLS, or RLS Loans 

One of the practical features of the Growth Guarantee Scheme is that it allows refinancing of existing government guaranteed loans, including CBILS, BBLS, and RLS, in certain circumstances. This can help businesses restructure their debt, secure better repayment terms, or consolidate facilities to improve cash flow. 

  • Subsidy Awareness 
    Businesses must track other public support to avoid exceeding subsidy caps within a rolling three-year window. 

Conclusion 

The Growth Guarantee Scheme is a powerful, targeted tool for UK SMEs aiming to scale, invest, or strengthen financial resilience. With a 70 % guarantee for loans of up to £2m and broad product choice, covering term loans, overdrafts, asset finance, invoice finance and asset-based lending facilities, GGS helps to support lending to a segment of the market where there is often limited choice for borrowers. 

Strategically combining GGS support with non-guaranteed debt products allows firms to maximise debt capacity while managing lender risk appetite. Critically, applicants must satisfy the lender’s normal credit criteria. However, the presence of the guarantee definitely helps institutions to extend credit to borrowers particularly where there is a shortage of collateral. 

How We Can Help 

Navigating funding schemes like the GGS can be complex, especially when weighing options across different lenders or structuring applications to meet eligibility and creditworthiness requirements. 

We work closely with businesses to: 

  • Assess eligibility and determine whether the GGS is a suitable route to finance. 
  • Compare offers/options from accredited lenders and identify the most appropriate facility – whether term loans, asset finance, or overdraft solutions. 
  • Support the credit process, including preparing the necessary documentation and financial projections. 
  • Provide strategic funding advice, aligning short-term cash flow needs with long-term business goals. 

Additionally, through our close relationships with accredited lenders, we offer valuable insight into current lending appetite, decision-making criteria, and sector-specific considerations that can increase the likelihood of a successful application. 

If you’re considering applying under the scheme or want to explore your funding options more broadly, please get in touch. 

Refreshing support for SME finance: What the Growth Guarantee Scheme means for UK businesses 

Access to finance continues to be a pressing concern for many UK small and medium-sized enterprises (SMEs), especially in a landscape shaped by inflation, high operating costs, and cautious lending. That’s why the Chancelor has refreshed its existing support framework through the launch of the Growth Guarantee Scheme (“GGS”), which is an updated version of the Recovery Loan Scheme (“RLS”) and CBILS loan initiatives. 

This article offers a summary of the GGS and outlines the key considerations for borrowers when considering it as part of their funding strategy. 

Background on the Growth Guarantee Scheme 

Administered by the British Business Bank (“BBB”), the GGS is targeted primarily at small and medium-sized enterprises (“SMEs”) across the UK with an annual turnover of up to £45 million. These businesses, who are backbone of the UK economy, often find it challenging to secure finance through traditional commercial routes due to limited collateral, short trading history, or inconsistent cash flows. The scheme is designed to help viable companies overcome these barriers by enabling accredited lenders to offer loans backed by a 70% government guarantee thus reducing the risk for the lender while maintaining commercial decision-making. 

Like the RLS and CBILS, crucially, the GGS is not a grant or subsidy. It’s a guarantee to the lender, not the borrower. Businesses remain 100% liable for repayment of the loan, but the presence of the guarantee makes lenders more willing to extend credit to firms that may otherwise be declined. The BBB plays a central role in overseeing the scheme, accrediting lenders, monitoring delivery, and ensuring the programme meets its policy objectives, which include supporting business investment, protecting jobs, and driving regional economic growth. 

As with its predecessor, the Growth Guarantee Scheme is a temporary measure with a defined end date, currently scheduled to run until 31 March 2026. It is a key part of the government’s broader efforts to build a more dynamic, innovation-led economy, with SMEs at its core. 

Eligibility Criteria 

  • Turnover: Up to £45million (on a group basis)  
  • UK Trading Activity: Over 50 % income from UK-based trade  
  • Viability: A commercially with no insolvency proceedings  
  • Subsidy Limits: Borrowers must confirm they remain within de minimis subsidy thresholds under UK/EU rules  viable business proposition 

Key Considerations for Borrowers & Lenders 

  • Optimising the £2million cap 
    Borrowers could combine a GGS-backed bilateral a cash flow-based term loan  with non-GGS loans funded outside the scheme, (e.g.  asset based finance). This modular approach would help to maximise debt capacity above the £2m cap but at the same time the borrower would remain compliant with the requirements of the GGS scheme. 
  • Credit approval process 
    Despite the guarantee, lenders retain full authority over credit assessment, so borrowers must still meet financial health, collateral requirements. BBB does not override lender underwriting standards, nevertheless the guarantee is helpful, particularly in situations where there are no collateral supporting the loan. 
  • Using the Growth Guarantee Scheme to refinance CBILS, BBLS, or RLS Loans 

One of the practical features of the Growth Guarantee Scheme is that it allows refinancing of existing government guaranteed loans, including CBILS, BBLS, and RLS, in certain circumstances. This can help businesses restructure their debt, secure better repayment terms, or consolidate facilities to improve cash flow. 

  • Subsidy Awareness 
    Businesses must track other public support to avoid exceeding subsidy caps within a rolling three-year window. 

Conclusion 

The Growth Guarantee Scheme is a powerful, targeted tool for UK SMEs aiming to scale, invest, or strengthen financial resilience. With a 70 % guarantee for loans of up to £2m and broad product choice, covering term loans, overdrafts, asset finance, invoice finance and asset-based lending facilities, GGS helps to support lending to a segment of the market where there is often limited choice for borrowers. 

Strategically combining GGS support with non-guaranteed debt products allows firms to maximise debt capacity while managing lender risk appetite. Critically, applicants must satisfy the lender’s normal credit criteria. However, the presence of the guarantee definitely helps institutions to extend credit to borrowers particularly where there is a shortage of collateral. 

How We Can Help 

Navigating funding schemes like the GGS can be complex, especially when weighing options across different lenders or structuring applications to meet eligibility and creditworthiness requirements. 

We work closely with businesses to: 

  • Assess eligibility and determine whether the GGS is a suitable route to finance. 
  • Compare offers/options from accredited lenders and identify the most appropriate facility – whether term loans, asset finance, or overdraft solutions. 
  • Support the credit process, including preparing the necessary documentation and financial projections. 
  • Provide strategic funding advice, aligning short-term cash flow needs with long-term business goals. 

Additionally, through our close relationships with accredited lenders, we offer valuable insight into current lending appetite, decision-making criteria, and sector-specific considerations that can increase the likelihood of a successful application. 

If you’re considering applying under the scheme or want to explore your funding options more broadly, please get in touch. 

Two Tribes – The relationship between Corporate Finance Advisers and Lawyers on a deal

On most transactions. the principals (vendors or acquirers) will employ both a corporate finance adviser and a lawyer. What then is the role between these two advisers and who should you listen to if they don’t agree?

A deal is a legally binding contract and therefore it is unquestionably your lawyer’s responsibility to ensure that you understand the contract you are signing up to and that it has been drafted in a clear and unequivocal way which reflects the commercial deal you believe that you have done.

The legal drafting on a deal is usually done by the acquirer’s lawyers and the documentation is the very last stage of the transaction process, usually being initiated after the bulk of the due diligence is complete and there are no significant unresolved commercial issues outstanding. It will be for your corporate finance adviser to negotiate both the headline commercial terms of the deal and to support you in dealing with the resolution of any points arising during the due diligence process.

A close working relationship between lawyer and corporate finance adviser during the later stages of the process is highly desirable since the corporate finance adviser will have been party to discussions and negotiations throughout the process and can help the lawyer understand the intent behind the legal drafting. It is not, however, for a corporate finance adviser to express a view on the legal drafting itself or whether it gives effect to that intent in the right way.

Lawyers are rarely comfortable to take the lead on the financial aspects of the legal documents and will rely on the corporate finance adviser to provide the numbers for the headline agreements and any ancillary documents and to produce the “waterfall” which calculates the consideration applicable to each shareholder and what the lawyers therefore need to pay to everyone at completion of the deal. They will equally usually look to the corporate finance adviser to negotiate and confirm the drafting of the completion mechanism (be it completion accounts or a locked box) and any earn out or other conditional consideration schedule required.

As you can see, in the later stages of a deal particularly, the work of lawyer and corporate finance adviser is intertwined, and regular dialogue is key to getting to the best possible answer. On those rare occasions where your lawyer and your corporate finance adviser disagree on the best course of action it usually relates to the risk inherent in agreeing to a particular form of words. It is difficult under these circumstances for a client to disregard the views of a lawyer but if there is a strong disagreement it will usually be because the theoretical legal risk and the commercial risk are misaligned and there is a judgement call to be made about whether to accept a point or risk the deal over it.

Generally an experienced corporate finance adviser and an experienced corporate lawyer will know how to work together to provide joined-up and coherent advice to their shared client.

Two Tribes – The relationship between Corporate Finance Advisers and Lawyers on a deal

On most transactions. the principals (vendors or acquirers) will employ both a corporate finance adviser and a lawyer. What then is the role between these two advisers and who should you listen to if they don’t agree?

A deal is a legally binding contract and therefore it is unquestionably your lawyer’s responsibility to ensure that you understand the contract you are signing up to and that it has been drafted in a clear and unequivocal way which reflects the commercial deal you believe that you have done.

The legal drafting on a deal is usually done by the acquirer’s lawyers and the documentation is the very last stage of the transaction process, usually being initiated after the bulk of the due diligence is complete and there are no significant unresolved commercial issues outstanding. It will be for your corporate finance adviser to negotiate both the headline commercial terms of the deal and to support you in dealing with the resolution of any points arising during the due diligence process.

A close working relationship between lawyer and corporate finance adviser during the later stages of the process is highly desirable since the corporate finance adviser will have been party to discussions and negotiations throughout the process and can help the lawyer understand the intent behind the legal drafting. It is not, however, for a corporate finance adviser to express a view on the legal drafting itself or whether it gives effect to that intent in the right way.

Lawyers are rarely comfortable to take the lead on the financial aspects of the legal documents and will rely on the corporate finance adviser to provide the numbers for the headline agreements and any ancillary documents and to produce the “waterfall” which calculates the consideration applicable to each shareholder and what the lawyers therefore need to pay to everyone at completion of the deal. They will equally usually look to the corporate finance adviser to negotiate and confirm the drafting of the completion mechanism (be it completion accounts or a locked box) and any earn out or other conditional consideration schedule required.

As you can see, in the later stages of a deal particularly, the work of lawyer and corporate finance adviser is intertwined, and regular dialogue is key to getting to the best possible answer. On those rare occasions where your lawyer and your corporate finance adviser disagree on the best course of action it usually relates to the risk inherent in agreeing to a particular form of words. It is difficult under these circumstances for a client to disregard the views of a lawyer but if there is a strong disagreement it will usually be because the theoretical legal risk and the commercial risk are misaligned and there is a judgement call to be made about whether to accept a point or risk the deal over it.

Generally an experienced corporate finance adviser and an experienced corporate lawyer will know how to work together to provide joined-up and coherent advice to their shared client.