Your lender has gone quiet — or loud.
A covenant breach, a forbearance request, or a move to special loans. I've taken a company out of special loans and back into a normal banking relationship.
Debt financing advisory →Debt financing · Transactions · CFO advisory
The CFO you bring in when financing gets complicated
Covenant breaches, declined credit, acquisitions that need funding, liquidity that won't stretch. I've sat in the CFO chair through all of it and in the lender's chair before that. I know how a file gets read in credit, and what actually gets approved.
Phector Capital advises Alberta business owners on debt financing, acquisitions, shareholder buyouts and complex lender situations.
30 minutes · No obligation · No charge (780) 884-0171
When to call
If one of these sounds familiar, call.
The earlier you call, the more options exist.
The bank said no. Or said yes on terms that don't work.
A decline usually reflects that lender's credit box, not your creditworthiness. What matters is knowing precisely why.
Debt financing advisory →A shareholder wants out.
And nobody agrees on the number, or on how the business is supposed to fund it without starving itself.
Shareholder buyout financing →You've found something to buy.
And you need to know your real financing ceiling before you sign the letter of intent, not after.
Acquisition financing →Recent work
A well-prepared file changes who has the leverage.
5
competing term sheets
for an established Alberta manufacturer seeking growth capital
Situation
Growth had outrun the company's existing facilities.
Work
A three-statement model with five-year projections, stress-tested cash flows and covenants, and a coordinated process taken to the lenders whose credit appetite actually fit.
Outcome
Every dollar requested, at the sharpest rates and terms available, with the least security on the table.
Most owners approach a single lender and accept what they're offered. A properly prepared file gives lenders a reason to compete for it. That is the difference.
Selected work
Experience across the moments that change a business.
01 · Turnaround and exit
From special loans to a private-equity sale.
+150%Revenue growth
Turnaround · Refinancing · Exit →
02 · Transformational acquisitionFinanced and integrated a much larger competitor.
$20M+Financing raised
Acquisition · Integration · Divestiture →
03 · Working capitalRestored liquidity and control of the operating line.
+40%Liquidity
Cash flow · Credit · Collections →
Client perspectives
What changes when the work is done well.
Direct reflections from owners and finance leaders who needed clearer answers, stronger tools and better financing outcomes.
“Cuong ran a proper process. Eight lenders, five written proposals, all compared side by side. We came out with all the money we asked for at the best rate of the group, our inventory finally counting toward what we could borrow, and no personal guarantees.”
“Cuong created a very detailed model that included all our historical financial performance so that we could not only analyze each historical month in-depth, but also forecast our future performance accurately, and make stronger decisions as a business.”
Who you're actually working with
Direct advice, informed by both operating and lending experience.
I'm Cuong Pham. Before founding Phector, I worked in commercial lending, private equity and CFO roles. I've executed acquisitions, integrations, divestitures, turnarounds and financing mandates from the inside, not as a consultant handing over a report.
That means when I tell you what a lender will accept, it's because I've been the one making that call. And when I tell you a deal shouldn't get done, there's no commission riding on the answer.
You work with me directly. There is no junior team to hand off to.
Cuong Q. Pham, CFA — CFA charterholder · MBA, University of Alberta · BCom, University of Victoria
How engagements work
Financing and transactions
A work fee plus a success fee payable on closing, priced to the size and complexity of the deal.
Selective CFO support
I take on a limited number of interim and ongoing CFO engagements, where a business is navigating financing, a transaction or another significant financial transition.
“We’re now able to forecast and analyze our financial performance at a much more granular level, without making the process overly complicated or time-consuming. The model gives us significantly better visibility while still being efficient and easy to work with.”
What I don't do
I'm not a broker taking a spread from lenders, and I don't have a lending product to sell you. I'm paid by you, which is the only way the advice stays clean. I decline work regularly. If your situation is a straightforward equipment loan your bank will approve on Tuesday or an impossible ask, I'll tell you.
You get a written fee proposal before you commit to anything. The first conversation is free and confidential.
Start a confidential conversation
Tell me what's going on.
A financing or shareholder situation is usually easier to solve before the deadline becomes urgent.