Capital for the operators making everything.
Australian manufacturing is undergoing structural change — automation, sovereign capability, supply chain re-onshoring, generational ownership transition. The capital decisions made during this period will define the next decade. We structure for them.
Plant, equipment, working capital, R&D — each requires structured funding.
Manufacturing runs on capital intensity that few sectors match. Plant, equipment, working capital, R&D, technology infrastructure — each requires structured funding. The complexity is compounded by long sales cycles, inventory carrying costs, and the customer concentration risk that affects many Australian manufacturers.
Most manufacturers we meet are running on capital structures designed for the business they were five years ago. Equipment finance from the last major capital expenditure cycle. Working capital sized to a smaller customer base. Term debt structured around an ownership configuration that has since changed. The mismatch is structural, not operational.
The right capital architecture for manufacturing matches facility to operating reality. Equipment finance aligned to genuine productive life — often 10-15 years for major plant. Working capital that flexes with inventory and receivables cycles. Term debt structured around the current ownership reality and the next strategic move. Refinance, restructure, and recapitalisation when the structure has fallen out of step with the business.
Manufacturing capital requires long-horizon thinking.
A typical manufacturer's capital stack combines equipment finance, working capital, and growth facilities. The right mix depends on the asset intensity, the customer mix, and the operator's strategic horizon.
Plant & Equipment Finance
Major manufacturing equipment, production lines, automation infrastructure. Long-tenor structures matched to genuine productive life. Often 10+ years for major plant. Specialist asset financiers often outperform mainstream lenders on structure and pricing.
Working Capital & Trade Finance
Funding the inventory-to-receivables cycle. Trade finance for operators with international supply chains. Debtor finance for operators with strong receivables but constrained access to working capital.
Growth Capital & Refinance
For manufacturers scaling capacity, entering new markets, or refinancing legacy facilities. Senior debt structured around the strategic horizon, not just current servicing capacity.
Acquisition & Recapitalisation
For manufacturers acquiring competitors, consolidating sector positions, or executing generational ownership transition. Layered structures combining senior debt, vendor finance, and equity contribution.
Three recent Manufacturing engagements.
Victorian precision manufacturer capacity expansion.
Established precision engineering operator funding new CNC infrastructure. Equipment finance structured across four major assets with long-tenor matched to productive life.
Sydney food manufacturer restructure.
Family-owned food manufacturer with $24M revenue restructuring legacy facilities. Coordinated working capital and term debt across single lender. Released growth capacity and reduced servicing.
Brisbane industrial manufacturer succession.
Multi-generational manufacturing business executing ownership transition combined with strategic acquisition. Layered structure with senior debt, vendor finance, and management equity contribution.
Five observations from operating in manufacturing.
Equipment finance terms in manufacturing are usually too short.
Major manufacturing plant has genuine productive lives of 15-20 years. Most facilities are structured for 5-7. The mismatch costs significant capacity. Specialist asset financiers will structure longer.
Working capital in manufacturing is mostly inventory finance in disguise.
Most manufacturing working capital pressure is inventory cycle pressure. Specialist inventory finance structures often outperform generic working capital facilities for asset-heavy manufacturers.
Customer concentration is a covenant problem.
Many Australian manufacturers have customer concentration risk above what major bank covenants comfortably accommodate. Specialist or non-bank lenders often structure around this more sophisticatedly.
Generational ownership transition is undermodelled.
Most family manufacturing businesses transition ownership without proper capital structuring. The cost to both generations and to the business's strategic optionality is significant.
Refinance is more available than most manufacturers realise.
Specialist manufacturing finance has expanded dramatically over the past decade. Most manufacturers we meet have never been offered the structures that are now available to them.
The people you'll speak to.
Talk to our manufacturing lead.
Whether you're funding equipment, restructuring working capital, or planning succession — the first conversation is the same. No commitment. No fee. Just an honest discussion of structure.
Discuss a manufacturing facility