Capital Thinking: Funding strategies for a changing motor retail landscape
ArticleThe motor retail sector must remain agile to withstand a period of significant change, but the right capital structure can help build financial resilience.
I have more than 30 years' experience as a commercial banker and adviser and have also been a credit committee member for two major global banks. I work with management teams to help them determine their funding needs and then guide them through the financing process to ensure they achieve the best possible terms from lenders.
My experience stems from working closely with large and mid-corporate businesses in public and private ownership. I work across a wide range of sectors including industrials and automotive, real estate, leisure and hospitality, construction, retail and wholesale, food and beverage, agriculture, manufacturing, technology, professional services, public sector and education.
ESG (Environmental, Social and Governance) matters are a particular area of interest and I see this as being an area of increasing importance and opportunity for corporates globally.
When I am not working, I enjoy spending time with my family, have a keen interest in property and enjoy most sports especially football.
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The motor retail sector must remain agile to withstand a period of significant change, but the right capital structure can help build financial resilience.
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