Complete Commercial Finance (CCF) is arranging funding for the final instalment of Raptor Logistics Group’s purchase of D&M Logistic Solutions, continuing a relationship established in March 2023.

Raptor founders Fred Benfield and Arthur Horrigan were first introduced to David Read, consultant at CCF, by their accountants when they needed finance to purchase assets for their warehouse operation.

CCF arranged the asset finance, followed by funding for a further equipment purchase in 2024. By the time the opportunity to acquire D&M arose the following year, David already understood the group, its ambitions, and how Fred and Arthur preferred to work.

That knowledge proved valuable as Raptor prepared to make its first major acquisition.

David said: “Fred and Arthur contacted me early in the process, giving us time to understand the requirement and properly explore the available options.

“Acquisition finance is rarely straightforward, and there is no single solution that suits every business. We considered several options, including invoice finance and unsecured lending, to enable Fred and Arthur to decide which approach was right for the group.”

Completed in October 2025, the acquisition added D&M’s 75,000 sq. ft Ipswich site and its specialist services to Raptor Logistics Group.

D&M provides ETSF and bonded warehousing, container unloading, UK and European transport, storage, and out-of-gauge cargo handling. It continues to operate under its established name alongside We Prep E-commerce Logistics & Fulfillment, and We Ship Global Forwarding.

CCF’s support has evolved in step with the transaction’s financial requirements. David initially arranged funding for the acquisition payment and, in mid-2026, helped Raptor secure additional finance to ease the pressure the purchase had placed on cash flow. He is now arranging funding for the final instalment.

David continued: “The transaction has progressed through three stages, each with different requirements. Because I already knew the business, I could explain the wider commercial context to funders rather than presenting each requirement in isolation.

“My role has been to identify and explain the options, while Fred and Arthur have retained control over every decision.”

David’s 25 years in business finance enabled him to consider a broad range of funding options, while his existing knowledge of Raptor helped him effectively present the business and its plans to prospective funders.

Fred Benfield, Joint Founder and Director of Raptor Logistics Group, commented: “David had worked with us for more than two years before the D&M acquisition, so he already understood our business, ambitions and what we were trying to achieve.

“He gave us a clear and honest overview of the available options, enabling Arthur and me to make informed decisions throughout the transaction. Having someone we trust support us from the initial purchase through to the final instalment has been extremely valuable.”

Raptor Logistics Group has continued to expand since acquiring D&M, completing its acquisition of Express Prep in June 2026. Although CCF was not involved in financing the transaction, the deal marked further progress in the group’s strategy of combining organic growth with carefully selected acquisitions.

For David, the relationship demonstrates the value of discussing funding requirements before an immediate need arises.

He concluded: “A productive finance partnership depends on trust, open communication and cooperation from both parties.

“The earlier a business starts the conversation, the more time there is to understand its plans and explore the available options. That leaves everyone in a stronger position when an important opportunity arises.”

Image shows: David Read – Complete Commercial Finance

Complete Commercial Finance

Rising fuel prices may dominate headlines, but according to David Read at CCF, the biggest financial pressure facing many logistics and transport businesses remains far more fundamental: the widening gap between when businesses pay out and when customers pay them.

Across the sector, businesses continue to face rising operational costs, tighter margins and increasing pressure on working capital. Fuel, wages and supplier costs require immediate payment, while customer invoices can often take weeks or even months to settle.

The challenge, David explains, is that many businesses can look profitable on paper while still facing serious cash-flow pressure behind the scenes.

Speaking to Porttalk, David explains why growth can sometimes worsen financial strain, the common missed opportunities in working capital, and why cash-flow forecasting has become increasingly important across the logistics sector.

What are the biggest cash-flow pressures currently facing logistics and transport businesses?

The obvious talking point now is fuel, particularly given the recent price increases. However, the biggest ongoing challenge for many operators remains the mismatch between when they receive payment and when they have to pay suppliers and staff.

Fuel must be paid for quickly, and drivers will not wait for wages, whereas customer payment terms often stretch far longer. That gap continues to put pressure on many businesses across the sector.

Why are some operators still financially stretched, even when volumes are strong?

A lot of businesses are profitable on paper but still struggle with cash availability because so much working capital is tied up in debtors’ books.

Ironically, growth can often make the situation worse. As operators take on more work, they incur higher fuel, wage and operational costs, all of which must be paid promptly. However, the additional revenue still depends on customers paying on time.

Another common issue is that businesses focus on profit without fully accounting for the cost of finance. A company may report a profitable month, but after deducting finance costs, there may be very little cash left within the business.

What are the most common missed opportunities when it comes to unlocking working capital?

In logistics, the two biggest areas are usually vehicle and equipment finance, alongside funding against the debtor book.

Some businesses remain reluctant to borrow, yet finance is often necessary to support stability and growth. The phrase “cash is king” remains highly relevant in the logistics sector.

How is invoice finance being used more strategically now?

Invoice finance has largely shed the stigma it once carried and is now widely used by growing logistics businesses that recognise how much cash is tied up in unpaid invoices.

It enables operators to access cash sooner, helping them maintain cash flow, pay suppliers and wages, and continue operating smoothly while awaiting customer payments.

Increasingly, businesses view invoice finance as part of a longer-term financial strategy rather than simply a short-term solution.

What practical first step would you recommend to businesses seeking to improve cash flow?

Plan.

If a business is taking on new work, it is important to build a cash-flow forecast and understand exactly which costs will arise, when they are due, and when income is realistically expected to arrive.

Once that position is understood, operators can then seek advice on the most appropriate way to support any shortfall, whether through invoice finance or other forms of funding linked to available assets.

As operational costs continue to fluctuate across the logistics sector, understanding cash flow is becoming as important as understanding profit.

In a sector where fuel, wages and operational costs rise faster than customer payments, cash flow remains one of the biggest pressures facing logistics businesses.

As operators grow and adapt in a demanding market, financial planning, clear working capital visibility, and access to the right funding are essential for staying stable and supporting sustainable growth.

As sustainability moves from policy to practice, logistics businesses face a more immediate challenge – how to finance the physical upgrades needed to remain compliant, competitive, and commercially attractive. David Read of Complete Commercial Finance examines the operational and financial realities of upgrading fleets, facilities, and supporting technology in a rapidly changing regulatory and customer environment.

Sustainability-linked finance has transformed how logistics companies secure funding, but the daily reality for operators remains more practical. The challenge is no longer just meeting ESG criteria or lender expectations, but also deciding when, how, and what to invest in as fleets, facilities, and systems face increasing pressure to adapt.

From Clean Air Zones and emissions-based tolling to increasing customer demand for greener supply chains, the green transition is becoming as much a commercial consideration as an environmental one. In this edition of Porttalk, David Read examines the physical and financial realities of fleet renewal, exploring how businesses can plan upgrades, manage cashflow, and benefit from emerging funding incentives while remaining competitive in a changing market.

Sustainability is no longer a future goal for the logistics sector; it is now a commercial reality. Regulatory pressures are transforming how operators manage their fleets, while customer expectations continue to rise, with more businesses seeking partners that can demonstrate credible progress towards lower-emission operations.

According to David, this mix of market and regulatory pressures is making fleet modernisation a key competitive advantage as well as a compliance obligation. “It’s becoming a competitive edge too, with customers increasingly looking for sustainable partnerships,” he explains.

For many operators, the immediate obstacle remains financial. Vehicles with lower emissions and alternative fuels generally have a higher initial cost than traditional diesel trucks, making the investment feel like a significant change rather than a routine replacement. However, over time, David points out that this can be balanced out. “Lower fuel costs, owning fewer non-compliant vehicles, and, in some cases, reduced borrowing costs can help even the scales,” he says.

Instead of approaching sustainability as a separate project, David advises businesses to incorporate greener upgrades into their regular replacement schedules. “The logical time to upgrade is when you are replacing your fleet in the normal course of business,” he explains. “In many cases, you’re replacing one outgoing debt with another. If a business needs to borrow slightly more, extending the term of the finance can help keep monthly payments at a similar level, which protects day-to-day cashflow.”

Planning remains a recurring theme. One of the most common mistakes David sees is underestimating the importance of timing and affordability. “Understand when your fleet will need replacing and what level of debt you’ll already have in place at that point,” he advises. “It’s also important to take finance on a term that’s genuinely affordable rather than trying to pay it off as quickly as possible. Retaining cash is never a bad thing.”

The funding landscape is beginning to change. As more lenders compete in the sustainability sector, David is noticing early signs of incentives for climate-related investments. “Some funders are already offering lower rates or waiving certain fees for greener lending,” he says, indicating that shopping around can increasingly influence the overall cost of transition.

While vehicles are central to most sustainability strategies, David believes operators should consider a broader range of assets that support lower-emission operations. For businesses with their own premises, solar installations are becoming a practical option. Looking further ahead, he highlights carbon accounting and reporting systems as likely areas for investment as customers increasingly demand more unambiguous evidence of their supply chain partners’ environmental credentials.

Looking ahead, David anticipates that funding structures will develop alongside technological advancements. As the lifespan of electric vehicles improves and starts to match – or surpass – that of diesel, longer-term hire purchase agreements may become more prevalent. “Funders will continue to introduce initiatives to stay competitive,” he says. “We’re already beginning to see changes in pricing and terms, and that trend is likely to speed up as greener assets become more established in the market.”

As expectations for sustainability continue to grow, the discussion for logistics operators is shifting from whether change will occur to how it will be financed. For David, the message is clear: fleet renewal and sustainability investment are most effective when integrated into a broader financial strategy, rather than a temporary reaction to regulation. By synchronising replacement cycles, financing terms, and technology upgrades, operators can progress towards a lower-emission future without jeopardising cash flow and resilience, which are essential for maintaining their businesses.

For logistics businesses planning their next fleet renewal or sustainability investment, David Read, Consultant at Complete Commercial Finance, provides independent, sector-specific guidance on structuring funding to support both operational change and long-term resilience. If you would like to discuss funding options or explore greener finance solutions, you can contact David Read at Complete Commercial Finance.

Rising costs, strong demand for warehousing, and ongoing supply chain pressures continue to shape the logistics landscape. According to David Read, consultant at Complete Commercial Finance (CCF), these factors drive a steady stream of smaller mergers and acquisitions across the East of England.

“We’re not seeing huge volumes of deals outside of the larger players,” says David, “but there are a handful of smaller transactions in the haulage and 3PL sector. Much of this activity comes down to consolidation – and, to a lesser extent, diversification – as operators look to strengthen their positions.”

Getting acquisition ready

Before exploring an acquisition, David advises businesses to ensure their financial foundations are in order.

“Always seek professional advice early,” he says. “You need to be confident you have enough cash for the initial payment and any ongoing vendor or bank loans.”

Poor communication between buyers and sellers remains a standard stumbling block.

“The financial information from the seller must be made readily available, and it’s the buyer’s job to drive that process,” David adds. “We also see issues where there hasn’t been any professional input on forecasting, which makes funding harder to secure.”

Flexible funding options

Acquisitions in logistics often rely on a blend of financial solutions.

“Secured and unsecured loans, asset finance, and invoice finance are all commonplace,” says David. “Vendor loans, where the seller defers part of the payment, also feature regularly.”

Early engagement with a finance partner is key.

“The sooner a business starts the conversation, the better,” David explains. “It gives everyone more time to prepare and ensure everything’s in place when an opportunity arises.”

Real-world support

CCF recently helped a logistics customer fund an acquisition through two potential routes — single invoice finance (using both their own and the target’s debtor books) and an unsecured loan.

“The main challenge is always ensuring there’s enough cash, both for the transaction and for ongoing working capital,” says David. “As brokers, we have access to multiple options and can tailor solutions that best fit the client’s needs.”

Advice for business owners

For operators looking to be “acquisition ready” in the next 12 months, David shares three key steps:

• Seek expert advice early – It’s an investment that can save money and time later.
• Build up cash reserves – Most funders expect some customer contribution.
• Start talking to a broker or bank now – Early conversations help shape your business for future opportunities.

Looking ahead

While the number of smaller deals remains modest, David expects activity to pick up.

“As cost pressures continue across the sector, we could see more consolidation,” he concludes. “Those who prepare early and understand their funding options will be best placed to take advantage.”

Complete Commercial Finance assists businesses across the transport and logistics sector in securing funding for growth, acquisitions, and working capital.

Find out more and read the full disclaimer at completecommercialfinance.co.uk

The pressure to operate more sustainably continues to grow across the logistics and supply chain sector. Whether driven by customer expectations, regulatory requirements, or the need to future-proof operations, the shift towards greener business practices is now firmly on the agenda.

However, sustainability often comes with significant investment. In a capital-intensive sector like ours, finding the funds to invest in greener technologies and infrastructure can be a challenge. That’s where finance plays a key role – enabling businesses to spread the cost of projects while benefiting from the operational and reputational advantages of going green.

The good news is that lenders are responding. Several are now offering Green Lending solutions, designed to reward customers investing in sustainability. For High Street banks in particular, this is a major focus, with incentives such as preferential interest rates or enhanced terms available for qualifying projects.

These solutions aren’t limited to fleet upgrades. In addition to funding cleaner, more efficient vehicles, green finance can support investments such as solar panels for warehouses or property efficiency improvements. In fact, for commercial property transactions – whether offices, depots, or warehouses – lenders will often offer lower rates for buildings with an EPC rating of C or above.

With a range of green funding options emerging, businesses have an opportunity to align their financial planning with their sustainability goals.

As always, if you’d like to explore the best solutions for your business, talk to us.

David Read is a consultant at Complete Commercial Finance, supporting businesses across the region with tailored funding solutions.

As the logistics sector continues to evolve, the ability to invest in the right assets, without compromising cash flow, has never been more critical. Whether it’s a single vehicle or a fleet-wide technology upgrade, funding plays a pivotal role in helping hauliers of all sizes stay competitive and agile.

In this edition of Porttalk, we speak with David Read, Consultant at Complete Commercial Finance, about the strategic rise of asset finance in transport and logistics- and why more businesses are turning to tailored funding solutions to drive sustainable growth.

David says logistics firms are waking up to the opportunity:

“Whether you’re a small haulier upgrading your first truck or a large operator investing in an entire fleet, asset finance is a powerful way to grow without draining your cash reserves. In a sector where margins are tight and responsiveness is critical, having the right funding in place gives businesses the freedom to seize opportunities, secure new contracts, and scale sustainably.”

Breaking the Myth: It’s Not Just for Big Players

There’s a common misconception that asset finance is only for large companies. Businesses of all sizes, from start-ups to well-established ones, can benefit. Asset finance is less about size and more about sustainability: if a company can demonstrate it can service the loan, whether it’s £5,000 for new IT or £1m for trailers and trucks, lenders are ready to help.

And in an industry driven by physical assets, it’s no surprise that the take-up is growing.

Protecting Cashflow in an Uncertain Market

Many logistics businesses can afford to pay for new vehicles or equipment outright, but that doesn’t mean they should. By spreading the cost over time, firms protect their working capital, ensuring they have the liquidity to manage day-to-day operations, fund payroll, and respond to unexpected challenges or opportunities.

As David explains:

“Cashflow is the lifeblood of any logistics business. Asset finance helps protect it. We often see clients who can technically afford an outright purchase but choose to finance to stay agile, invest elsewhere, or sleep easier knowing they have cash in the bank.”

A Growing Trend Across the UK

The numbers back this up. According to the Finance & Leasing Association (FLA), members provided £38.7 billion of asset finance to UK businesses in 2023 – almost a third of all UK investment in machinery, equipment and software.

The upward trend continues. New business in the asset finance sector grew by 1% in February 2025 compared to the same month in 2024, with IT equipment financing up a striking 35%. While commercial vehicle finance dipped slightly, the appetite for investment remains strong, particularly among firms seeking a competitive edge.

Getting the Right Deal

With so many lenders and products available, more businesses are choosing to work with brokers to find the right fit. The FLA reported a 17% increase in companies using brokers to source asset finance last year, and for good reason.

Complete Commercial Finance specialises in helping logistics firms access tailored funding solutions. Their sector-specific knowledge saves clients time, money, and effort, from refinancing existing vehicles to financing new tech.

Bonus Benefit: Save on Tax

Asset finance can also help reduce tax bills. Many businesses can claim Capital Allowances when investing in new equipment, so it’s worth speaking to an accountant about what’s possible.

To learn more about how asset finance could unlock growth in your logistics business, visit CCF or contact the team directly at david@ccf.finance.