If there is one commodity no business can survive without – from a small cafe in Melbourne’s north to a yellow goods supplier operating out of Broome – it’s the capital to cover wages, taxes, bills, and any unexpected costs.

But gaining access to working capital can be easier said than done for small-business owners, who are often unaware of how to appropriately tell their story to lenders. As such, cash flow finance has increasingly become an area where brokers can provide meaningful support to their business clients.

Joshua Houlahan, director of finance at Queensland-based brokerage JLH Finance Advisory, says the range of cash flow lenders is growing and now spans a spectrum of commercial lending solutions.

“This shift has largely been driven by the rise of new competitors to traditional banks, offering more targeted and flexible products,” he says.

“Traditional lenders, however, have faced several challenges. Many have lost experienced staff, which has led to a move from proactive client support towards a more reactive approach – fuelling growth in the commercial broker market.

“Increasing credit and compliance requirements, combined with a reduced ability to rely on covenants and conditions that once underpinned cash flow deals, have further restricted their appetite.”

Zakariah Rahman, lending executive and BDM at private lender Maxiron Capital, says demand for cash flow finance has been strong, with businesses seeking fast, flexible funding solutions.

“This demand is being driven by several key factors, including tightening credit conditions, longer approval timelines with banks, and an increasing need for short-term liquidity to support business growth, manage operational costs, or seize time-sensitive opportunities,” he says.

Andrew Pickering, head of sales at brokerage Universal Finance Commercial, says there’s been demand for cash flow solutions across a range of sectors.

“Development, construction, health and professional services have grown as most of those sectors can really benefit from having competitive finance for fit outs, equipment and staffing requirements,” he says.

Healthy appetite

Recent research from Australia’s non-bank lenders supports the view that there’s plenty of appetite, particularly from small and medium-sized enterprises (SMEs).

More than a quarter (26 per cent) of the SMEs surveyed in December 2024 research from Prospa – conducted by YouGov – said they intended to seek external funds in 2025, slightly higher than the figure seen in the previous year (22 per cent).

Meanwhile, the most recent biannual SME Growth Index (September 2025) from non-bank lender ScotPac indicated that investment appetite from SMEs remains strong.

Nearly six in 10 SMEs (59 per cent) said they expect their revenue to rise in the six months to March 2026, with most forecasting an average increase of 10 per cent.

ScotPac CEO Jon Sutton said this growth outlook for SMEs demonstrated the resilience of these businesses despite ongoing cost pressures seen across the economy.

“Once again, SMEs are displaying their outright resilience with nearly 60 per cent expecting growth despite rising cost challenges across our economy,” Sutton says.

“For those with a growth mindset, agility is key – being ready to seize opportunities by accessing scalable finance when needed.”

Relationships matter

Whether it’s an excavator for hire or a cappuccino with extra chocolate, businesses need working capital on hand. So how can brokers become the go-to experts for these needs?

What is just as important as the product, according to Houlahan, is the genuine expertise and relationship value these lenders can provide their
clients.

“Many commercial clients are disillusioned with lenders who, due to high staff turnover and increasingly centralised portfolios, provide transactional service without deeper understanding,” he says.

“As a result, clients are seeking advisers who can offer meaningful insights, long-term support, and bespoke solutions – rather than making them feel like just another number.

“In a market with more options, businesses are gravitating towards those who can add knowledge and context to their finance decisions, giving them confidence and an additional resource to their business.”

Houlahan also says brokers can take advantage of frustrations, particularly among new businesses such as start-ups and growth stage companies, which are struggling to find solutions through traditional lenders that don’t take the time to understand modern business models.

“These businesses are instead gravitating towards specialist lenders who are willing to adapt and align with their market and strategy,” he says.

And it’s not just the smaller players that need access to working capital.

“Well-established businesses are turning to commercial brokers to manage their finance needs, valuing an independent relationship point and choice over lender loyalty,” Houlahan adds.

Rahman also says brokers have an important role to play and adds they should be striving to go beyond surface-level information and take the time to understand their clients’ business model, financial position, and goals.
“A broker who has built strong, ongoing relationships with their clients will always be in a much better position to match them with the right funding solution,” he says.

He encourages brokers to have all the general documentation ready, but will also anticipate the deeper questions a lender might ask and be prepared with answers.

“The brokers who consistently get it right are the ones who prioritise relationships over transactions. They stay in regular contact with their clients, they know their books, and they position themselves as trusted advisers – not just intermediaries,” he says.

“That level of service is what sets top brokers apart in the cash flow finance space.”