A committee that scores income on a twelve-month salary average will misread carry, deferred cash and equity vesting almost every time. The fix is a facility shaped to the real cash-flow calendar.
Retail credit scoring was designed for salaried income arriving in equal monthly instalments. A senior executive's package rarely looks like that: fixed pay may be a minority of total compensation, with the balance in annual bonus, deferred cash, carry, or equity vesting over several years.
Run through a standard template, that profile scores worse than a mid-level salaried employee's — not because the borrower is weaker, but because the model cannot see most of the income. The usual result is a facility a fraction of the appropriate size, at a rate that reflects an inaccurate read of the risk.
The remedy is not a persuasive letter. It is a facility shaped to the actual calendar: bullet or balloon repayment aligned to bonus dates, an interest-servicing period during a vesting gap, or a line drawn against the value of the vested holding rather than against monthly pay.
Documentation carries the argument. Multi-year compensation letters, vesting schedules, carry allocation statements and past bonus history establish a pattern a credit committee can defend internally. Presenting them as a coherent picture — rather than answering questions one at a time — shortens the process materially.
The right lender matters too. Private banking and wealth-lending desks price this profile routinely; a retail branch will not, regardless of how the file is presented.
If this describes a decision you are weighing, the desk will structure it with you in confidence — see the financing guides or the mandates we arrange.
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