Read in your language
Translations open in Google Translate. They are automatic and may contain errors. Check important mortgage wording with Jack in the original English.
These examples explain situations worth discussing. They are not records of actual clients, approvals, quotations or completed transactions. Any outcome would depend on an individual assessment.
A director leaves money in the company for working capital. Personal drawings and the company's capacity are different questions.
The aim is to identify the questions and evidence that matter before making a commitment. A short outline is enough to begin; detailed records can follow through an agreed secure route.
A director owns part of a company with other decision-makers. Shareholding and control affect how income can be explained.
The aim is to identify the questions and evidence that matter before making a commitment. A short outline is enough to begin; detailed records can follow through an agreed secure route.
A company's accounts include an unusual expense. The explanation and supporting records need to be considered without rewriting the figures.
The aim is to identify the questions and evidence that matter before making a commitment. A short outline is enough to begin; detailed records can follow through an agreed secure route.
A mortgage applicant wants to discuss company director mortgages. Two points need attention: shareholding and company structure; final accounts. Some approaches focus on salary and dividends; others may consider an appropriate share of company profit. The evidence and the decision need to be considered together rather than in isolation.
The aim is to identify the questions and evidence that matter before making a commitment. A short outline is enough to begin; detailed records can follow through an agreed secure route.
A mortgage applicant has started a conversation about company director mortgages, but the brief has changed. The review revisits two points: salary and dividend evidence; current trading and business liabilities. The next step is agreed using the updated facts, with any unresolved questions recorded.
The aim is to identify the questions and evidence that matter before making a commitment. A short outline is enough to begin; detailed records can follow through an agreed secure route.
A majority shareholder keeps personal drawings modest while retaining funds for expansion.
Reconcile accounts, current trading, ownership, remuneration and the cash the company needs to operate.
Explore a permitted profit-based assessment without assuming all retained funds can be counted as personal annual income.
This is an invented educational scenario. It does not describe an application, lender decision or completed client transaction.
A director’s latest filed accounts show strong profit, but current orders and margins have fallen.
Explain the change, management figures, cash flow and existing commitments rather than relying only on historic accounts.
A sustainable income assessment must reflect known current changes, not just the highest completed year.
This is an invented educational scenario. It does not describe an application, lender decision or completed client transaction.
Some approaches focus on salary and dividends; others may consider an appropriate share of company profit. Shareholding, control, liabilities and the sustainability of profits all matter. We avoid counting the same income twice and explain any money retained for working capital.