Key Services

How much time do you or your accountant spend dealing with bank related issues, queries or pulling information together? Is your lending request being progressed or stuck in time and costing you money.
Talk to us about:
Funding options
  • Working Capital
  • Overdrafts
  • Asset Finance
  • Term Loans
  • Trade Finance
  • Refinance
  • Mergers and acquisitions
  • Rural and seasonal Lending
  • Project Finance
  • ConstructionFinance / Development lending Tier 2 / Mezzanine
  • Commercial Property / Investment Lending
  • Subordinated Debt
  • Non- bank lending alternatives
Intelligent Bank Management
  • Financial negotiation of key facility terms, conditions, and security stucture
  • Ways to improve cash management
  • Review your banking package, facilities, transactional banking, and security structure
  • Are you being priced right on margins, foreign exchange, line fees? we advocate on your behalf and know the tricks of the trade!
  • Let us run your process, oversee Bank reporting and compliance monitoring
Improving your Bankability
  • Communicating your business through a banker’s lens not an accountant’s one
  • Independent credit assessments the Chaperon way
  • Explaining your differentiators, and why your revenue and demand is sustainable
  • Help identify and mitigate industry and business risks for your business
  • Ensure both the funding and security structure are fit for purpose and cost efficient
  • Benchmarking – comparing your metrics with others in the industry
  • Balanced scorecard – measuring quantitative metrics over time
  • Valuation, Project, and Investment Analysis to support the quality of your assets
  • Demonstrate cashflow available to service interest and principal repayments
  • Scenario forecasting including covenant compliance, breakeven analysis, and Value at Risk reporting
Understanding your Documents Terms and Commitments
  • Is the loan structure, guaranteeing group, facility availability, conditions precedent and subsequent, subordination requirements, principal amortisation, and tenor right for you?
  • What are the key commercial terms for negotiation and what is not negotiable?
  • Is the security you provide appropriate?
  • Is the security appropriate, priced correctly and if not, how can it be improved?
  • Are the legal definitions fair and reasonable, particularly around pricing and financial covenant calculation?
  • What Bank reporting requirements /negative undertakings / restrictions on running your business / distributing monies do you have?
  • Are your Covenants appropriately set? – do you have sufficient headroom? Are they calculated correctly and make sense for your business?
  • How can the bank terminate or enforce its security early – breach of loan conditions, potential or actual events of review and events of default? What are its assignment rights?
Questions to Ask?

Some common questions we can help independently answer and provide direction on include:

  • Does your bank have excess security? What security is appropriate? What is the security price tradeoff?
  • How much have bank funding costs really moved relative to what you are being told in your repricing discussion?
  • What could be the impact be of regulatory changes from the likes of the Reserve Bank on your facility / lending margin? What are you being told versus reality?
  • Can you prepay your facilities without early prepayment penalties?
  • Do you really know what is in your bank documentation / term sheets?
  • How are your margin and base rates determined?
  • Have you got the right mix of facilities given your asset base and working capital requirements?
  • Have you had a transactional banking audit and are the fees appropriate with the right products in place?
  • Changing banks is painful, but how do you improve your ability to switch banks if you need to, and drive more competition for your business?
  • Have you got the right line fee and margin mix?

Gordon Stuart

BSc Chemistry BCom – Accounting, Chartered Member of IOD, Former member of NZICA.

I currently act as a business adviser / part time CFO to a number of SME’s, where I work to enhance governance oversight, risk management, financial reporting, understanding, and forecasting. Invariably this starts with chaperoning customers through a refinancing so they have the right banking facilities for their needs. It then extends to communicating their journey, and overseeing regular reporting to the Bank.

In my 30 year career I have had frontline and senior roles at BNZ, NAB London, and at ANZ managing Institutional workouts, then running a $2.5b Agri- Corporate Portfolio. I have worked through multiple recessions, restructured many businesses, managed relationships, led merger and acquisition deal teams, originated, structured, negotiated, documented, syndicated and executed complex transactions for the general corporate sector, property and the agribusiness sector. As a strong lateral thinker and problem solver who has worked both inside and outside the Bank my role is to bring independence, commercial acumen, and the knowhow to balance the David versus Golliath battle. This starts with making sure the customer has his/her “ducks in a row “and can communicate their story. It then moves to negotiating the right conditions, headroom and covenants to ensure we meet the Bank’s requirements and you are getting the right deal.

Tightly set covenants can trap the business if there is change. Growth can eat working capital and cashflow. Other factors can be just as, if not more important than price, particularly if you encounter tough uncertain times as Covid has brought us. It's hard to put a tangible value on having headroom or spare capacity in your limits and facility conditions. Having such liquidity buffers, as undrawn lines or spare overdraft capacity can protect you from defaulting on the banks' terms and conditions. This could be worth much more than any savings you might make by negotiating a rock bottom price.

Cameron Bagrie

Managing Director of Bagrie Economics and was formerly Chief Economist of ANZ New Zealand

Cameron is a Director of Chaperon and shareholder. Cameron is also the Managing Director of Bagrie Economics and was formerly Chief Economist of ANZ New Zealand. In his capacity as ANZ's Chief Economist Cameron gained extensive experience dealing with senior leaders and engaging with boards on economic developments and helping businesses meet their goals. He is a regular commentator in the media. Cameron brings an "economic" and "data" lens to Chaperon on issues such as bank funding costs and market conditions. He has 18 years' experience in the banking industry and has also worked at the NZ Treasury advising various Ministers of Finance. He is known as a straighter shooter and has a real passion for improving financial literacy across New Zealand and especially for kids, who he sees as the business owners of tomorrow.

Stan Wilson

BCom Economics Marketing Post Graduate Diploma in Finance

Stan has over 30 years in the finance industry in the areas of corporate lending and funds management. Before joining Chaperon, Stan held the role of Client Director, ASB Corporate Bank based in Wellington. Stan’s team were responsible for origination, structuring, executing and portfolio management for all forms of debt products including corporate lending, leverage, and acquisition finance. Prior to ASB, Stan was a Senior Equities Portfolio Manager for AMP Capital focused on valuing companies and creating valuefor his clients. Stan has also worked for various other Banks including Morgan Stanley in London where the focus was on tradable debt products. Stan brings a strong analytical and business model focus to Chaperon and has a strong desire to help companies make better business decisions.

Stan Wilson

BCom Economics Marketing Post Graduate Diploma in Finance

Stan has over 30 years in the finance industry in the areas of corporate lending and funds management.
Before joining Chaperon, Stan held the role of Client Director, ASB Corporate Bank based in Wellington.
Stan’s team were responsible for origination, structuring, executing and portfolio management for all forms of debt products including corporate lending, leverage, and acquisition finance.
Prior to ASB, Stan was a Senior Equities Portfolio Manager for AMP Capital focused on valuing companies and creating valuefor his clients.
Stan has also worked for various other Banks including Morgan Stanley in London where the focus was on tradable debt products.
Stan brings a strong analytical and business model focus to Chaperon and has a strong desire to help companies make better business decisions.

OUR STORY

Chaperon – Helping Business Navigate Banking – we are a B-2-Bank service.

If you are a business, a partnership, a corporate or a farmer you use an independent insurance broker who understands your needs and places your risk with the appropriate or best Insurer.
In NZ the consumer is now well served by Mortgage Brokers who act as Independent advisors on residential mortgage lending.

However who is there helping business owners fight what can feel like a David versus Golliath battle with their Bank? You can now outsource this role to us.

Real wealth creation going forward needs to come from the business sector, not just housing, and the ability to access credit is critical. Credit is more than 150 percent of gross domestic growth. It is the lifeblood that pumps through the economy’s veins.

As former bankers ourselves, we are the “Insiders”, now working on the Outside.

At Chaperon our aim is to protect and help the interests of both the business customer and the Bank.

We will ask the hard questions of both parties. Transparent Fair Banking solutions is our aim.

Post Covid, and with the new Responsible Lending Code - Banks now are required by law to give business owners a much tougher grilling.

A Business owner has to wear many hats and the rising regulatory burden meaning businesses often need external support from marketing to human resources to finance. At the same time Banks have been reducing key frontline staff meaning less direct contact with customers and rising frustration amongst businesses.

Business lending has more moving parts than residential house lending, and is therefore much more complex. Preparing your credit story takes time and experience.

We advocate for businesses with banks and financial providers.

We also recognise that while the finger is often pointed at banks, it can be far from one way traffic. Is your business really that bankable? What could improve that? Better bankability means better prospects for selling the business.

Are you set to take advantage of open banking so you get the best deal? Do you have bank funding information at your fingertips when it comes to refinancing credit margins? Are your transaction banking, working capital and foreign exchange solutions fit for purpose?

Our role is to educate, help business owners understand, be informed , and prepared to jump through the hoops bank's require.

Are you really that Bank Fit and Bank Smart?

You may feel like a little piggie having to jump through a ring of fire to get a loan.