Jamie Chaplin, Sales Director at Renaissance Asset Finance (RAF), explains how recent hires, closer cross‑bank introductions and relationship-driven structuring are enabling RAF to provide larger single‑debtor limits, scalable accordion facilities and first institutional lines for bridging lenders, freeing up capital, de‑leveraging balance sheets and partnering with clients for the long term. In conversation with Alejandro Gonzalez, editor of Leasing Life.

AG: Renaissance Asset Finance recently strengthened its wholesale and block discounting team with new hires such as Duncan Childs and Eddie Pharo. What new capabilities or expertise do they bring?

JC: We’re really pleased to welcome Duncan and Eddie to the team, alongside new colleagues in Audit, Credit and Operations. Duncan brings a wealth of experience, having worked with financial services firms ranging from start-ups to global institutions. Prior to joining Renaissance Asset Finance (RAF), he played a key role in launching a wholesale proposition for a challenger bank.

Eddie is highly experienced in the sector and adds significant strength in client management and operational delivery. As our book has grown, Eddie has been instrumental in enhancing our systems and monitoring capabilities to ensure we continue delivering the high level of service our clients expect.

Both Duncan and Eddie share the relationship-driven ethos that underpins our approach. They also bring valuable expertise in the Bridging and Development sectors, along with a shared ambition to connect RAF clients with the wider services offered across the banking group.

AG: You have identified growing momentum in wholesale and block discounting, with larger single-debtor exposure limits and higher facility levels. What is driving this growth and how are you structuring facilities to support it?

JC: Although the portfolio is still relatively young, our relationship-led approach has enabled us to build a deep understanding of our clients, their borrowers, and the markets they operate in. This insight has allowed us to expand existing facilities and limits to support their organic growth as they establish a track record.

We work closely with clients from the outset to set clear milestones for facility increases, helping them plan medium- and long-term funding strategies. Our structures often include accordion features to grow with the book, and we remain flexible to consider exceptions where the opportunity is right. Ultimately, we aim to be a funding partner, not just a provider.

For example, our £2m Block Discounting Facility with Dantis Capital was structured with flexibility to scale alongside their growth. By combining our funding with their existing private investor pool, we created a platform that supports immediate expansion while leaving room for future increases as milestones are achieved.

AG: Many independent lessors are looking for ways to free up capital and scale their lending. How do your wholesale discounting and block discounting structures work in practice to unlock liquidity and de-leverage balance sheets?

JC: We have recently become the first institutional funding partner for several Bridging Lenders. This has enabled them to scale their books by deploying RAF’s facility alongside their own investor capital.

For example, if a client has a £5m book funded entirely by investors, and RAF provides a facility with a 75% advance rate, that same £5m can now support up to £20m in lending when combined with our funding. Our oversight and support also help reassure investors as they move from senior to junior positions, while giving them access to a broader spread of loans.

Our recent £5m facility with Lending Bridge shows how this works in practice. Having built their loan book entirely with their own capital, our structure provided them with their first institutional funding line, unlocking liquidity and enabling them to scale without over-leveraging.

AG: Since RAF moved to 20 Finsbury Circus in late 2023, you have seen more cross-business introductions within Arbuthnot Latham. How is this translating into opportunities for your wholesale clients?

JC: A key part of our proposition is giving clients access to Arbuthnot Latham as a whole, and its other subsidiaries. This covers Commercial and Private Banking, Wealth Management divisions and specialist finance subsidiaries. As an integrated part of Arbuthnot Latham, RAF clients benefit from a joined-up approach to their banking needs.

Many of our clients are owner-managed SMEs or mid-sized corporates, and they have found real value in engaging with our private bankers on matters like succession planning and tax strategy, both for their businesses and personally.

Being part of a forward-thinking, well-established institution that supports our growth journey allows us to make long-term plans with our clients and gives them confidence in us as a full-service banking partner.

AG: In a competitive market for funding lines, how does RAF’s customer-focused approach set you apart from other providers of wholesale and block discounting finance?

JC: It all comes down to relationships. Our clients build their businesses on strong relationships, and they value a banking partner that shares that same philosophy.

Most of our clients come to us through referrals either from within the Arbuthnot Latham family or via trusted advisers and contacts we’ve worked with before. Rather than offering off-the-shelf terms, we take the time to understand each client’s broader strategy and tailor facilities that are fit for purpose now and in the future. We build in flexibility to grow with the book, and the team that starts the relationship is the same team that supports it throughout, ensuring consistency and trust.

Our partnership with One Stop Business Finance highlights this approach. We took the time to understand their strategy and growth ambitions, resulting in a £5m Revolving Credit Facility tailored to sit alongside their existing funding sources. By investing the effort to build a long-term relationship from the outset, we created a facility that supports their immediate objectives while giving them confidence in their medium-term funding.

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