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Are you looking for Mezzanine debt finance for your property development?




Getting funding for an upcoming project is never an easy ordeal. Property developers and builders have to work hard to secure funding for their upcoming projects, especially during these unprecedented times of Covid-19. Obtaining funding is especially hard for small developers and builders as the market is dominated by high-end developers and big-time builders. Of course, factors such as the rising cost of land and the strict lending criteria do not make it any easier for small developers and builders to secure financing. If you are looking for Mezzanine debt finance for your property development, here is everything that you need to know. 

What is Mezzanine debt finance?

First, let’s talk about Mezzanine debt finance. When a builder or a development company has fully utilised their debt borrowing capacity or looking to preserve their senior debt for the future, the builder or developer will need to look for an additional source of capital. This capital could be used for growth opportunities such as starting new projects or taking over ongoing projects and distributing among shareholders, and in some cases, buying back shares from shareholders. This is when developers need to start raising finance for property development.

Equity vs Mezzanine debt finance

Now, there are two options. One option is to raise more equity, which means that the builder or developer has to further dilute their share in order to get funding. The second, and more viable option, is Mezzanine financing. Mezzanine debt is used to bridge the gap between equity financing and debt. In simpler terms, think of Mezzanine financing as a more expensive form of debt or a cheaper form of equity. Since it is a more affordable form of equity, the interest rate is higher while the overall cost of capital is lower. Mezzanine debt financing allows a developer to get the highest return on investment while putting in the least amount of capital.

Let’s say a high-end builder wants to take over an ongoing project that has £20 million in debt, but the builder does not want to put up their capital. So, the builder will look for Mezzanine financing to cover around £15 million while the builder will only have to invest £5 million from their capital. Since the builder used Mezzanine debt financing, it will be possible to convert the debt into equity only once certain criteria are met. However, this allows the builder to reduce the amount of capital required to complete the transaction and eventually allows the debt to convert into profitable equity.

Tools for Mezzanine debt finance 

For builders and developers who are looking for Mezzanine debt financing, technology is a great boon! Now, there are so many online tools that have made the process of securing funding so much easier. Sqft.Capital is one such company that works as an online finance raising tool for property developers and provides mezzanine debt for property developers! Sqft.Capital is a platform that has been created for UK property developers to model their deals, raise debt and equity, secure funding and optimise profits seamlessly.

The average debt raise request for Sqft.Capital is £2,945,179, while the average mezz raise request is £1,088,745. The average equity raise request is £688,211, and the average GDV projects that this company raises funding on is £4,640,130. This platform allows builders and developers to use free tools to model a financial projection and then puts all the data together to make it look presentable for lenders. Once the model is ready, Sqft.Capital finds the best financing options for the upcoming project, which either have the highest profit or require the least amount of equity. 

Why choose Mezzanine debt finance? 

One important reason that developers should opt for Mezzanine debt financing is that it allows them to increase their internal rate of return. Also, since the developers do not have to give up equity, they have complete control over their projects and businesses. Usually, when developers get more equity partners on boards, things can get messy. Additionally, the main chunk of mezzanine finance is payable as an exit fee when the loan is redeemed, which means most of the cost is a charge on profits.

The idea of Bigtime Daily landed this engineer cum journalist from a multi-national company to the digital avenue. Matthew brought life to this idea and rendered all that was necessary to create an interactive and attractive platform for the readers. Apart from managing the platform, he also contributes his expertise in business niche.

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The Ultimate Guide to the Essential Social Skills in Business




Effective communication and strong relationships are essential for success in the workplace. One factor that can greatly influence these qualities is emotional intelligence, often abbreviated as EQ. EQ refers to the ability to identify, understand, and manage one’s own emotions, as well as the emotions of others. Research has shown that individuals with high levels of EQ are better equipped to handle stress, communicate effectively, and work collaboratively with others (Chamorro-Premuzic & Sanger, 2016).

Research has consistently shown that emotional intelligence (EQ) is an important predictor of job performance and success in the workplace. EQ is comprised of a set of skills that allow individuals to recognize, understand, and regulate their own emotions, as well as the emotions of others. In addition, individuals with high EQ are better able to communicate effectively, build relationships, and navigate complex social situations. As a result, they are often viewed as effective leaders and collaborators, and are more likely to achieve their personal and professional goals.

In fact, a number of studies have demonstrated the significant impact that EQ has on job performance and success. For example, one study of 85 upper-level managers found that those with higher EQ scores were rated as more effective leaders by their subordinates (Law, Wong, & Song, 2004). Another study of 151 employees found that those with higher EQ were more likely to be promoted within their organization over a five-year period (Carmeli, Brueller, & Dutton, 2009). These findings highlight the importance of EQ in the workplace and suggest that developing these skills can lead to significant benefits for both individuals and organizations.

According to a study conducted by TalentSmart, a leading provider of EQ assessments, EQ is responsible for 58% of success in all job types (Bradberry & Greaves, 2009). In contrast, IQ only accounts for about 4% of success in the workplace. This suggests that EQ is a crucial skill set for individuals in any professional field. Fortunately, EQ is a skill that can be developed and honed over time with practice and awareness.

There are several key components of EQ that are particularly important for success in the workplace. These include: 

Self-Regulation: This refers to your capacity to recognize and control your emotions. Sometimes treating them when they arise may be necessary. Understanding how to manage your anger is essential. However, it can also cover how to control the feelings you’ll experience.

Self-Awareness: This implies recognizing and understanding your own feelings. Do noisy places make you nervous? Do other people talking over you make you angry? Knowing these truths about yourself shows that you are working on your self-awareness. Being conscious of yourself is necessary for this phase, which can be more complex than it sounds.

Socialization: This category focuses on your capacity to manage social interactions and direct relationships. It doesn’t entail dominating others but knowing how to work with others to achieve your goals. This could entail presenting your ideas to coworkers, leading a team, or resolving a personal disagreement.

Motivation: Strong motivators include external forces like money, status, or suffering. Internal motivation, however, plays a significant role in Goleman’s concept. By doing so, you demonstrate your ability to control your cause and initiate or continue initiatives of your own volition rather than in response to external demands.

Empathy: It’s equally critical to be sensitive to others’ feelings. This may entail learning to identify different emotional states in individuals — for example, can you tell the difference between someone at ease and someone anxious? — but it also requires comprehension of how other people may react to their current situation. Empathy is one of the essential traits in business and business leadership.

A thought leader in this space, Michael Ventura has built a career advising organizations on the importance of emotional intelligence in the workplace. In his book, Applied Empathy, Ventura highlights the value of empathy in business and provides strategies for developing and applying this skill set. With two decades of experience as a leader, facilitator, and educator, Ventura’s work has made impact in with prestigious institutions such as Princeton University and the United Nations as well as corporate clients such as Google and Nike.

Through his work, Ventura advises leaders to focus on the development of EQ in order to help individuals improve their communication, collaboration, and leadership skills, ultimately leading to greater success in the workplace. Experts like Ventura continue to support the growing body of research on the value of EQ in business, and the evidence that organizations who invest in the EQ of their teams help to create a more empathetic and successful professional environment.

And it’s worth noting that EQ isn’t just important for individual success in the workplace, but also for overall organizational success. A study by the Center for Creative Leadership found that EQ was a better predictor of success than IQ or technical skills in the workplace, and that teams with higher levels of EQ tend to be more effective and productive (Boyatzis, Goleman, & Rhee, 1999). By cultivating a culture of empathy and emotional intelligence, organizations can improve their overall performance and create a more positive work environment for their employees.

In conclusion, emotional intelligence is a crucial component of success in the workplace, and individuals and organizations alike should prioritize the development of these skills. The ones that do not only develop a leading edge in their category, but also become a meaningful place to work for their teams. And in today’s rapidly changing talent landscape, the retention of highly capable, emotionally intelligent leaders is one of the greatest keys to unlocking success.


Boyatzis, R. E., Goleman, D., & Rhee, K. S. (1999). Clustering competence in emotional intelligence: Insights from the emotional competence inventory (ECI). In R. Bar-On & J. D. A. Parker (Eds.), Handbook of emotional intelligence (pp. 343-362). Jossey-Bass.

Bradberry, T., & Greaves, J. (2009). Emotional intelligence 2.0. TalentSmart.

Chamorro-Premuzic, T., & Sanger, M. N. (2016). Does employee happiness matter? Journal of Organizational Effectiveness: People and Performance, 3(2), 168-191.

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