Shawbrook

An iconic business where ABL is the ideal solution to support continued investment and growth. Well done to the Shawbrook team and to McConnells- we look forward to supporting your next phase! Oliver Sutton Oliver Jenkins Paul Miller Abraham Bayo-Tofowomo Liam Baxter David Long Darren Brown Gary Lingley Rachel Heighington

Some of the best acquisitions right now are the hardest ones to fund using traditional debt structures. They tend to be businesses with a mix of real assets, operational strength and resilient margins. The type that are getting more attention again. Where it gets interesting is how those deals are actually put together. Three things tend to come up: 1️⃣ The asset base is meaningful Not just as security, but as something that can actively support the deal and future growth. 2️⃣ Cashflow is there, but not always straightforward Which can make pure cashflow structures less flexible than they first appear. 3️⃣ Growth is part of the plan from day one Whether that’s investment, expansion or further acquisitions. In those situations, a single approach doesn’t always get you where you need to be. The more effective structures tend to combine both angles. Using the asset base properly, while still supporting growth. You see that particularly in carve-outs. Recent deals funded by Shawbrook ABL like the acquisition by Splitstone Capital of Ecobat (renamed to HJ Enthoven) and Inspirit Capital 's acquisition of Converge UK are great examples in the UK market. A carved-out business with the right characteristics, funded in a way that fits how it actually operates. This approach is becoming more relevant. Not just what makes these businesses attractive. But how you structure the funding to match. Oliver Jenkins Oliver Sutton Jeremy Bolton Paul Miller Bradley Shackleton Abraham Bayo-Tofowomo David Long Liam Baxter Nigel Roberts Andrew Collett Debbie Caulfield

After nearly ten years as Group Treasurer at Shawbrook Bank, last Friday marked my final day. It’s been an incredibly fast-paced and rewarding decade. During that time, we transformed Treasury to support balance sheet growth from £4bn to over £20bn. We evolved from holding a few hundred million in BoE deposits to managing a diversified liquidity portfolio of several billion across a wide range of instruments. We built and embedded securitisation, repo, EMTN and hybrid capital funding programmes that are now strategic pillars of the business. Our interest rate hedging capability also scaled significantly, from a small number of swaps to more than £10bn in notional. Alongside this, I’m particularly proud of growing the Treasury team from five to twenty talented professionals. Following nearly a decade of private equity-backed growth, the bank successfully IPO’d last year - a major milestone and a testament to the strength of the franchise. As Shawbrook enters its next phase, the time feels right to hand over to those who will lead that journey forward. I’m now planning to take a short break before exploring Treasury consulting and interim opportunities, as well as continuing to develop my portfolio as a non-executive. Thank you to the many colleagues, partners and friends who have been part of this journey.