What does the technology cost us?

Nothing. There is no licence fee, no setup fee and no ongoing cost. We build it because it makes your deals settle faster, and we are paid by the lender when they do. If we ever built something bespoke that carried a real cost, you would know the number before we started.

Do we need a developer to put the calculator on our site?

No. It is a single embed code that goes into a page the same way a YouTube video does, and whoever looks after your website can do it in under an hour. If you would rather not touch it at all, send us the login and we will do it and show you what we changed.

Can it be branded as ours rather than yours?

Yes. The calculator and the application widget carry your colours and your logo so they read as part of your site rather than an ad for us. Credit licence disclosure still has to appear, because the credit activity is ours, but it sits where disclosure normally sits rather than across the top of the tool.

Who owns the customer data that goes through the portal?

You own your customer data. We hold what we need to arrange the finance and meet our own compliance obligations, and we do not sell your customer a different asset or send them to a competitor. We do commercial asset finance only, so there is no other product we would want to cross-sell them.

Can you integrate with our DMS or CRM?

In most cases yes. We have an API in and out, so a referral can be raised from inside the system your reps already work in, and deal status can be written back to it. What is possible depends on what your platform exposes, so it is a conversation with our developer rather than a yes or no on a web page.

Can each salesperson see what they personally have earned?

Yes, and it is one of the reasons referral volume holds up. A rep sees their own deals and their own earnings, the sales manager sees the branch, and head office sees everything. You decide who gets which view when we set the logins up.

Does my sales team have to learn finance?

No, and we would rather they did not try. Their job is to submit a name and a phone number and go back to selling. We explain policy to the customer where it is relevant, for example that a customer without property behind them will usually need a twenty percent deposit, so your rep is never the one delivering bad news they did not create.

What is the least we need to send you to start a deal?

A name and a phone number. Email, company name and the quote are all helpful and speed things up, but they are not required. We would much rather have the customer in ten minutes with half the information than in two days with all of it.

We already work with another broker. Does this have to be exclusive?

No. Plenty of dealers start by sending us the deals their existing broker has already knocked back, which is a fair test of whether we are any better. The technology works the same whether we get all of your referrals or the difficult tenth of them.

How long until we are live, and is there a minimum volume?

Usually about a week from the first call to logins and embed code in your hands. There is no minimum volume and no obligation to refer anyone. We are selective about who we partner with because we are looking for long-term relationships, not a pipe full of impaired credit.

Dealer Services | Finance Technology for Truck & Equipment Dealers

Trucks and trailers

$900,000 ATO debt blocking new finance, fleet owned outright

The deal. An 18-year-old road construction business turning over around $30 million a year. It delivers asphalt, concrete, spray seal and 24-hour emergency response work, and it needed to keep growing its fleet.

Why it was hard. Cash flow pressure after the COVID lockdowns left the business with a $900,000 ATO debt. The work was there and the business was solid, but lenders wouldn't fund new equipment with a tax liability that size on the books.

What we did. We went through the balance sheet and found that much of the fleet was owned outright. We arranged capital raises across ten assets (six trucks, three trailers and a skid steer), all on 60-month terms, and raised $755,000. That paid down most of the ATO debt and put the rest on a manageable payment plan, which opened equipment finance back up for the business.

$755K raised against owned fleet$1.3M in new assets since10 assets, 60-month terms

Front-Facing Volvo FM in an Industrial Yard

Mining dump trucks

Bank at its limit, 19-year-old trucks, related-party sale

The deal. A national mining support business that has been trading for 14 years, turns over around $100 million a year and provides wet and dry hire. It was buying three CAT 789C dump trucks (2004, 2005 and 2006 models) from a related entity, with $4.29 million to finance over 60 months.

Why it was hard. There were three problems at once. The bank had hit its internal exposure limit, even though the business had a perfect repayment history. The trucks were 17 to 19 years old, which is outside standard policy for many financiers. And buying from a related entity added another round of scrutiny.

What we did. We didn't push all three through one lender. We placed each truck with a separate financier on its own chattel mortgage, and chose each lender for its appetite on asset age and related-party structures. All three settled on time. The business now has three new financier relationships to spread its quarterly purchases across.

$4.29M financed3 trucks, 3 financiersSettled on time

Camera trailers

Six shareholders, three directors, one guarantee

The deal. A specialist monitoring business that has been trading for 15 years and turns over around $5 million a year. It supplies monitoring equipment and custom solutions to electrical utilities, recycling and waste, agriculture, mining and transport. It needed three new 2025 Briteforce WCT450E-4P LiFePO4 camera trailers, with $167,756 to finance over 60 months, to meet growing project demand.

Why it was hard. The company has three directors and six shareholders, and most lenders wanted personal guarantees from at least half the shareholders. That meant collecting licences, privacy consents and contact details from several people, then getting each of them to sign the loan contracts. On a time-sensitive purchase, that kind of admin can stall a deal for weeks.

What we did. We went through our lender panel and found a financier that was comfortable with a single director's guarantee. That cut the paperwork down to one person, and the deal moved quickly through approval and settlement. The client took delivery of all three trailers on time.

$167,756 financed1 guarantor, not 3+3 trailers delivered on time