Capital raising
Raising finance is not a matter of knocking on more doors. It is a matter of presenting the transaction so that the credit committee or the investor can approve it without having to assume anything.
DB Consultants Group structures and presents financing transactions for Panamanian companies, to banks and to investors.
When
The sources
Loans, working capital lines, financial leasing and letters of credit. The most common route, and the one that depends most on the quality of the file.
Corporate bond issues or negotiable commercial paper. It requires size, orderly accounting and a willingness to disclose, but it changes both cost and tenor.
Bringing in a financial or strategic partner. It is not repaid, but it is paid for in ownership: that is why the valuation done beforehand decides what it really costs.
Factoring, invoice discounting, asset leasing and supplier financing. They solve particular needs without committing the long-term structure.

The context
The Panamanian economy grows at 4.8% year on year while credit to the private sector advances by just 0.58%. Banks did not stop lending; they became selective. Reading from our Observatory (in Spanish).
And since the country lost its investment grade rating at Fitch in March 2024, financing has become more expensive along the whole chain. What it means for a company (in Spanish).
The practical result: the same file that was approved three years ago is sent back today. Not because the company is worse, but because the level of evidence required has risen.
Sources: Instituto Nacional de Estadística y Censo and Superintendencia de Bancos de Panamá.
The process
Eight to twelve weeks for a standard bank transaction, from complete information to disbursement.
Warnings
If the company already carries debt it cannot service, the route is not more financing but restructuring what is already there.
Common questions
Eight to twelve weeks for a standard bank transaction, from complete information to disbursement. A capital markets issue takes considerably longer.
It structures the transaction, prepares it, presents it to several institutions and supports the negotiation. The bank or the investor is the one who approves; the adviser’s job is to make sure the transaction arrives in a condition to be approved.
Yes, and it is a frequent engagement. Almost always the rejection was not about the business but about how it was presented: a vague use of proceeds, a single scenario, or projections with no support.
Yes, in parallel and with the same file. Going one at a time leaves a trail of rejections and weakens every subsequent conversation.
The cash flow. Collateral defines how much the bank recovers if something goes wrong, but approval rests on demonstrated capacity to pay.
Yes, and it usually improves the terms, but it does not replace the local file: the Panamanian bank still lends against the local operation’s cash flow. A parent guarantee shortens the discussion about collateral, not the one about capacity to pay.
Then the work starts with the valuation, because it determines how much ownership that capital costs. See business valuation.
Yes. The nature of every engagement is confidential and is not disclosed without the client’s written authorisation.
A first conversation is enough to define the amount, the instrument and the information that will be needed. It is confidential and commits you to nothing.