If you’re running multiple property SPVs, you can have a control problem which shows up at the worst time, such as during refinance, funding, tax season, or rapid acquisition. 

Most SPV directors aren’t short on money, instead they are short on credible numbers.

• Lenders ask for management accounts and reconciliations.
• Brokers want a clear performance story.
• You want to buy the next property without guessing from bank balances.

But when you’re juggling multiple companies, director transactions, intercompany transfers, and different property models (Buy to let (BTL) plus serviced accommodation/short-let), the finance function becomes chaos, and chaos doesn’t scale.

At Vantage Premier, we help UK property directors running multiple SPVs get funding-ready numbers every month, without drowning in intercompany confusion or unreliable bookkeeping.

SPV numbers break because the group is operated like one business, without group-level finance discipline:

• One SPV paying costs for another
• Director cards and personal funds moving in/out
• Temporary transfers that never get reconciled
• Allocations done “later” (which means never)
• Year-end panic and a narrative that doesn’t hold up under lender scrutiny

Who We Serve: UK Property Groups

Our clients are UK‑based directors operating a group of Special Purpose Vehicles (SPVs). Some have a formal group structure; others simply run multiple companies as one ecosystem. 

Typical characteristics include:

• Multiple UK limited companies (SPVs)
• Serviced accommodation, short‑let, BTL, or mixed portfolios
• Multiple bank accounts, frequent card spend, and digital accounting tools
• A director or small leadership team who cares about credibility with lenders and investors
• Operators who want a finance function, not “just bookkeeping.”

Critical Moments in a Property Group’s Growth Journey

There are predictable trigger moments when SPV groups realise they need proper financial control:
A lender or broker asks for management accounts

A refinance is approaching

• They’re acquiring 1 – 3 properties per quarter
• Director loans or personal spend have become messy
• They’re transitioning from sole trader to corporate structure
• VAT on short-lets or mixed supplies becomes confusing
• They have numbers, but don’t trust them

The Silent Costs Undermining Your SPV Portfolio

Most multi‑SPV property groups struggle with the same core issues:

• Delayed or weaker lending outcomes because the pack isn’t credible
• Tax surprises from unclear profit position and director loan issues
• Intercompany flows that don’t reconcile
• Unclear cost allocations
• Inconsistent bookkeeping across entities
• No disciplined monthly close
• Bad decisions based on cash-in-bank rather than performance
• No single view of group performance

The bigger you get, the more expensive the mess becomes, as a result we work best with directors who want structure, clarity, and growth. 

How we fix it: The SPV Close & Control System

We implement a disciplined finance engine across the group, so your numbers become an asset, not a risk.

1. Multi-entity monthly close 

We implement a disciplined monthly close across all SPVs:

• Standardised chart of accounts and tracking
• Bank reconciliations and ledger accuracy
• Accruals and prepayments where relevant
• Director loan governance and monthly reconciliation
• Intercompany reconciliation with clear allocation rules
• A month-end timetable and management meeting

2. Management accounts lenders respect

We produce reporting that stands up in funding conversations, such as:
Per-SPV P&L, balance sheet, and cash summary

Consolidated group view (management consolidation)

Unit economics (property/channel/portfolio segment)

KPI dashboards and variance commentary

3. Funding-Ready Reporting Pack

A repeatable pack designed for lenders and brokers:

• Performance narrative + key movements
• Cash visibility and DSCR-style metrics (where relevant)
• Reconciliation trail and supporting schedules
• Evidence of controls and lock periods
• Clear explanation of intercompany flows and director position

4. Tax Planning Across Companies and Directors

We support:

• Director remuneration (within agreed scope)
• Profit allocation and timing
• CT/VAT forecasting
• Decision memos for major moves (new SPV, refinance, disposal, restructure)

5. Systems & controls that scale with growth

We help you build a finance engine that won’t collapse as you expand:

• Finance SOPs (spend approvals, receipt capture, onboarding, month-end checklist)
• Lightweight internal controls suitable for owner-managed groups.

Next step: SPV Finance Diagnostic 

If you want to know exactly what’s breaking your numbers, and how to fix it, book a short diagnostic with us on the “Contact Us” page.

You’ll leave with:

A clear plan to get funding-ready numbers monthly.

The 2 – 3 root issues (intercompany, DLA, allocations, VAT risk, close process)

What “good” looks like for your stage