Refinance your osteopathy clinic commercial loan

Ardent Capital Group brings the same method to every client: execution and strategy, clear advice for smart lending, and long-term growth. That means the right lender, structure and timing, straight advice so you borrow with confidence, and today's deal built toward where you want to be tomorrow. On an osteopathy refinance the property is rarely the hard part. The work is in the people: who treats from the suite, on what arrangement, and what the record shows happened the last few times somebody left. We assemble that, present the occupied and let split properly, and stay with it past drawdown. Every figure is subject to serviceability, lender appetite and approval.

We refinance commercial facilities from $50K up to $30M on the property side. The new limit follows a fresh valuation and current servicing rather than what you originally borrowed, and on a mixed suite it follows the blend of what you occupy and what is let.

Because the questions that decide this file are about the practice rather than the property, and one bank gives you one view of them. We run the comparison across more than 40 lenders, work out which will assess a contractor roster on its track record and which will blend occupied and let rooms sensibly, and present to one at a time so your credit file does not collect an enquiry for every conversation. We also model the break costs, valuation and legals against what moving actually gains you.

65% to 75% of the current value on the portion you occupy, reaching the top of that band where a lender extends its medical package. Rooms genuinely let to other practitioners are assessed on their own income, up to 70%. Your number is the blend of the two, which is why getting the split right matters more here than the headline figure does.

It is a question rather than a problem, and it has a good answer once you set it out. A contractor model means part of the revenue is produced by people who can give notice, so a credit team wants to understand whether the patients are attached to the practice or to the individual. Patient records held by the practice, a booking system you control, a reception that rebooks, and patients who found the clinic rather than the practitioner all attach the book to the business. We set out which is which rather than leaving it to be assumed.

Handled properly it counts in your favour, and this is the main thing a refinance can show that a purchase cannot. Turnover is normal in this model and a lender knows it. What it cannot know unless you show it is what turnover actually cost. Where the revenue dipped for a quarter and then recovered as the remaining practitioners absorbed the diary or a replacement started, that is exactly what a credit team should be looking at. Setting out the departures, the notice, the gap and where revenue landed six months later closes the question far better than an assurance that nobody is leaving.

Usually yes, and before an application rather than during one. Percentage splits and room fees commonly run on an understanding, which works until a lender, a buyer or a departing practitioner needs to know the terms. A service agreement covering the split, the notice period, who holds the patient records, what happens to bookings on departure and any restraint the parties have agreed turns an informal roster into a structure a credit team can read. Have your solicitor draft it, because terms differ by state and by role. Not every arrangement is worth papering, and we will tell you which.

It moves the number a lender needs two steps away from the number the practice talks about. Where practitioners bill through a shared entity, the practice earns a service fee rather than treatment income, and the entity holding the building may earn rent from the entity earning the fee. It is common and legitimate. Show the flow plainly: what is billed, what the service entity retains, what reaches the borrowing entity, and what the fee covers. Any lease between related entities has to sit at market rent and actually be paid. Your accountant sets the structure and we present it.

It matters because it moves your LVR and almost nobody updates the file. The portion you occupy is owner-occupier lending and the rooms let to others are assessed on their own income, so the blend sets your number. Room allocation drifts as practitioners come and go, a treatment room becomes an office, a spare room quietly becomes somebody else's. We measure what you occupy today rather than restating the position at settlement.

Yes, it is possible, and we arrange these. It is also one of the more intricate refinances in commercial finance, and the detail is what decides whether it works. From 10 August 2026 a new arrangement can only be used for business real property, and a property trading wholly as a business qualifies while one with a residence attached generally does not. It has to stay the same single property, and it is limited to the balance outstanding plus accrued interest, so there is no top up, no redraw and no cash out inside the fund. Borrowed money cannot fund an improvement either, so reconfiguring rooms comes from the resources of the fund. The holding trust is reassigned to the incoming lender rather than dissolved, which carries a legal cost worth weighing against the gain. Your practice leases the suite back in writing, at market rent supported by an independent appraisal, and the rent has to actually be paid, which is worth checking where the room allocation has moved since settlement. Cross-collateralisation is not available inside super. Fund the deposit from the fund itself, since cross-collateralisation is not available in super, the major banks have exited SMSF lending, and lenders want a liquidity buffer left in the fund after settlement. We know this sounds complicated, and we can assist to make things clearer. Reach out to our team and we will guide you through the entire process. We structure the finance, tell you which lenders will take an osteopathy suite as SMSF security and on what terms, and bring in the SMSF specialists and licensed advisers who set the fund side up. You will not be working it out on your own.

Usually on the property side, because the fit-out is light and the room is often already there. Adding myotherapy, remedial massage, exercise physiology or podiatry into an existing suite draws on referrals you already generate, so it ramps faster than a new location. Time it around a refinance for two reasons: a wider mix of disciplines reads as a more defensive income base, and it shifts the blend between what you occupy and what is let, which moves the LVR. Doing both at once means the finance reflects the clinic you are about to be.

Usually yes. A recent fit-out, a relocation or a service entity structure can leave the last set of accounts well behind the practice. Mid doc lending is built for that: income is self-certified and supported by one document of your choosing, an accountant's letter, two BAS statements, six months of trading bank statements, one year's tax return and notice of assessment, or one year's financial statement. It reaches the same 80% ceiling as full doc on loans to $4 million. A quick doc option, self-certified with no supporting document, sits at 65%.

Often not. On an osteopathy suite a decline usually traces to a credit team looking at a contractor roster and assuming the worst about it, or to a blend between occupied and let rooms that was never measured properly. Both are questions of presentation and of which lender the file sits with. We look at how it was assessed and why the answer was no, then place it where that reason is not the deciding one.

Around three to six weeks with a major bank and two to four weeks with a non-bank lender for a straightforward file. Where agreements are being documented or the occupied and let split has to be measured first, allow longer at the front end. SMSF refinances are longer than either. We give you a realistic timeline at the start so you can plan the expiry date around it.

The existing loan statements, two to three years of financial statements and tax returns for the practice entity, a list of the practitioners working from the suite with their arrangements, any service or room-hire agreements, the service entity accounts where there is one, any lease over a let room, personal tax returns and notices of assessment for the guarantors, and a statement of assets and liabilities. Where the borrower is a trust or company we also need the deed or constitution.

The costs are a valuation, legal and settlement fees, any lender establishment fee, discharge costs from your current lender, and break costs where you are leaving a fixed rate. Where practitioner agreements are being drafted there is separate legal work, which is worth doing on its own merits. We put the real numbers against the benefit before you commit to anything.

Most of the time, no. Where the practitioner arrangements have to be assembled before the file can go to a lender, or the structure is unusual, a small mandate fee may apply, and we will always be upfront about this before any work begins.

Although we are based in Sydney, we service clients across all major Australian cities, including Melbourne, Perth, Brisbane, the Gold Coast, Adelaide, Canberra and Hobart, along with their surrounding regional areas. Wherever your clinic is located, we can arrange your finance.

Beyond refinancing the premises, we also assist with asset finance and working capital. On asset finance, that covers treatment tables, exercise and rehabilitation equipment, practice software and reception and consulting-room fit-out. On working capital, we arrange business overdrafts and lines of credit, and we can fold these into the refinance where it makes sense.