Doug White - Finsol Business Finance & Mortgage Adviser

02/08/2026

Banks aren't the only option, and a "no" from one lender doesn't mean no full stop.

I help Kiwi business owners with acquisition finance, commercial property, working capital and equipment — across banks and non-bank lenders.

Relationship first, paperwork second.

Whatever you're trying to fund, start with a conversation.

— Doug

30/07/2026

Over the past few weeks I’ve shared everything I know about buying a business. In case you missed any of it, here’s the whole roadmap in one place.

Why buy. Buying beats starting for most people — cash flow, customers and systems from day one. But only once you know your why.

Prepare before you search. Know your real number. Know your strengths. Look beyond the public listings.

Due diligence. Check the numbers, the legal, the operations and the people. If something doesn’t feel right, it usually isn’t. Slow down before you sign.

The deal. Value it honestly. Structure the finance wisely. Negotiate with respect, not ego. Know your walk-away number.

The first 90 days. Listen before you change anything. Stabilise before you grow. Earn trust before you lead.

Business ownership is one of the most rewarding things you can do. It just has to be done right.

If any step raised a question for you, that’s the conversation worth having before you commit.

— Doug

28/07/2026

Settlement day feels like the finish line. It’s actually the starting gun.

Here’s what the first 90 days as a new owner should look like.

Days 1–30: Listen, don’t fix. You don’t know enough yet to make good calls. Your staff do. Your customers do. Ask questions, take notes, earn trust. Resist the urge to change things just to feel in charge.

Days 31–60: Stabilise. Keep your existing customers happy. Keep your key people close. Show up, consistently. Right now your only job is to make sure nothing breaks on your watch.

Days 61–90: Start measuring. Set your KPIs. Get deep into the numbers. Now you can start to see where the real opportunities are.

The owners who come unstuck almost always moved too fast, too early. Patience in the first 90 days pays dividends for years.

— Doug

26/07/2026

Once you’ve found the right business, the deal comes down to three things: value, finance, and negotiation.

Value it honestly. Price it on what it actually earns and the assets behind it — not on the seller’s hopes or your own excitement. Emotion is the enemy of a fair number.

Finance it wisely. Most good deals blend two or more sources — bank, vendor finance, your own equity. The critical bit people miss: make sure you’ve got working capital left over after settlement, not just enough to get the keys.

Negotiate with respect, not ego. The seller is emotionally attached to what they built — acknowledge that. You’ll get a far better result through conversation than combat. And always know your walk-away number before you sit down at the table.

A good deal leaves both sides feeling they got a fair outcome. Aim for that.

— Doug

26/07/2026

Christchurch, I’m heading your way 👋

In town 28–31 July and keen to catch up — clients, referral partners, and anyone weighing up buying a business or lining up their next bit of funding.

Coffee’s on me. Call or message me on 022 033 7940 and let’s lock in a time.

24/07/2026

Every so often I put the word out for a walk and talk.

No boardroom. No agenda. No name badges. Just a walk, a yarn, and a coffee at the end if you're keen.

I started doing this when I was coming through cancer. Walking was the one thing that made me feel like myself again — and I found the conversations out there were better than any I'd had sitting across a desk from someone.

So I kept doing it.

We talk business. We talk finances. We talk about life, kids, whatever's going on. Sometimes we sort something out. Sometimes we just get the steps in. Both are a win.

If you've been stuck in your own head lately, or you just need to get out from behind the screen for an hour — come along.

Flick me a message and I'll let you know when the next one's on.

— Doug

23/07/2026

Due diligence is where deals get saved — or where they should get killed.

It’s not just reading the financials. It’s four lenses:

The numbers. Do the accounts actually match the bank statements and the tax returns? Where does the money really come from?

The legal. Leases, contracts, licences, and any disputes lurking in the background.

The operations. Does the business run on systems — or entirely on the current owner? If it walks out the door with them, you’re buying a job, not a business.

The people. Will the key staff and customers stay once the name on the door changes?

And here’s the rule I’d tattoo on every buyer: if something doesn’t feel right, it usually isn’t. A seller dodging a straight question is telling you something. Slow down before you sign — you can’t un-sign.

— Doug

21/07/2026

Should you buy a business, or start one from scratch?

For most people, buying wins. Here’s why.

Start from zero and you spend the first few years just trying to get a heartbeat — finding customers, building systems, proving the thing even works. Plenty don’t make it that far.

Buy a going concern and you skip all of that. Cash flow from day one. Customers who already know the name. Staff who know the job. Systems that already turn over. You’re not building the engine — you’re taking the wheel.

But none of that helps if you haven’t worked out your why first. Why this business, why now, and what you actually want it to do for your life. Get that clear before you look at a single listing.

— Doug

20/07/2026

From Buyer to Owner

Once you’ve decided business is the play, this is the roadmap — from working out your why, through preparation, due diligence and the deal, to your first ninety days as an owner.
spent years helping people buy businesses.

And the same mistakes come up again and again — not from bad intentions, but from never having a clear roadmap.

So I wrote one. It’s called From Buyer to Owner — a step-by-step guide for first-time buyers. No jargon, no fluff. Just the real process, with checklists you can actually use.

Over the next few weeks I’ll share the key lessons from it right here — from working out your why, through due diligence and the deal, to taking the keys.

If you’ve ever thought about buying a business, or you’re already in the thick of it, follow along. This one’s for you.

— Doug

19/07/2026