Hayfin is pleased to announce that it acted as sole lender in providing the debt financing to support Axcel’s acquisition of Geomatikk from Hg.
Geomatikk is a Norway-based provider of mission-critical tech-enabled services for the management and protection of critical infrastructure. Its integrated offering allows for full value chain coverage and underpins significant value-add for infrastructure stakeholders, including network operators, excavators and municipalities. The group has operations in Norway, Sweden and Finland, and recently expanded to Denmark and Spain.
The transaction will enable Geomatikk to cement its leadership in the Nordics and pursue further expansion across other European markets.
Marco Ferrari, Managing Director, Private Credit, commented: “Geomatikk is an established market leader in an attractive and resilient niche, well-entrenched within an ecosystem which it helped build. We are excited to partner with Axcel and the management team, and to support the next chapter of the company’s growth journey. The transaction reflects Hayfin’s commitment to the Nordic region, where we see interesting opportunities for our Private Credit strategy.”
2026 is shaping up to be an important year for portfolio financing markets. A mix of macro uncertainty, evolving CLO technicals, and more selective lender behaviour is influencing pricing and terms in ways that Managers will need to navigate carefully.
For Managers running asset-backed lending (ABL) facilities and subscription lines, being well prepared and well positioned can make a meaningful difference in achieving attractive economics. What follows is our current read of the market—where the opportunities sit, where the risks are building, and how we are positioning to stay ahead of both.
Market Context: CLO and ABL Technicals
European CLO markets entered 2026 from a position of meaningful technical strength. A record number of open warehouses, a deep pipeline of reset candidates from 2024 vintages exiting non-call periods, and an increasingly diversified investor base all underpinned a constructive backdrop heading into the year. New issuance expectations for 2026 range from €50bn to €65bn across major bank research desks, and the European market has now grown to over €300bn in outstanding volume, roughly one third the size of its US counterpart.
The spread trajectory tells its own story. Average primary AAA coupons on European CLOs peaked at around 191 bps in Q2 2023, tightened to 150 bps by Q1 2024, and compressed further to approximately 132 bps on average through 2025—reaching lows of 119 bps in early February 2026 before geopolitical events intervened (Source: Pitchbook, March 2026). The reset wave was a direct consequence: over €49bn in reset deals were printed in Europe in 2025 alone, versus €30bn in all of 2024, as managers raced to lock in lower liability costs before the window closed.
That window has now narrowed. Following the onset of the Iran conflict and associated risk-off sentiment, AAA primary spreads have widened by around 5–10 bps from their February tights, while BB spreads have moved on average 100–150 bps wider across both European and US markets (Source: Pitchbook, March 2026).
That foundation matters for ABL markets, given ABL pricing does not operate in isolation—it has tracked movements in AAA CLO spreads consistently since late 2022. The tightening cycle compressed the ABL illiquidity premium materially and signalled strong lender appetite throughout 2023–2025. The recent reversal, though modest at the AAA level, has been enough to introduce friction into ABL negotiations. Managers planning upsizes in the near term should expect a more careful conversation with lenders than they would have had three months ago.
Financing Environment: ABL Market Dynamics
The ABL market is where the more complex dynamics are playing out. Sentiment here is increasingly tethered to broader CLO market conditions, and the noise has been amplified by negative headlines across software valuations, ABS structures, BDC performance, and leveraged loan and private credit markets more broadly.
The practical effect has been a sharpening of lender scrutiny. Underwriters are asking harder questions about valuation practices and the performance of underlying assets. Peer repricings are becoming more common. Most financing counterparties remain active and engaged—but conservative or less experienced lenders are tightening covenants or simply pulling back, and the bifurcation in lender quality is becoming more pronounced. Managers who built facilities with inadequate covenants or with weaker counterparties during the tighter-spread environment of 2023–2024 may find those relationships less reliable precisely when they need them most.
For those newer to this corner of the market, it is worth grounding the discussion in the mechanics. ABL financing operates at the SPV level, with facilities secured against a defined pool of assets. Lenders monitor collateral performance closely—tracking covenant headroom, leverage ratios, and, increasingly, the quality and consistency of valuation methodology.
The comparison to CLO structures is instructive. Both use asset-level security and structural protections to give lenders confidence in their risk exposure. The key difference is liquidity: CLOs benefit from a more liquid secondary market, which means the illiquidity premium embedded in ABL pricing has historically reflected that gap. As CLO spreads have tightened, so has that premium—but it has not disappeared, and in periods of stress it can reprice quickly.
The two risks managers need to manage actively are asset underperformance risk—where collateral value declines push LTV ratios toward covenant triggers—and liquidity risk, where stressed lending conditions reduce the availability of financing at precisely the moment it is most needed. Neither risk is theoretical at present.
Optionality Under Stress: Hayfin’s Approach to Today’s Market
We have deliberately invested in building in‑house portfolio financing capabilities—dedicated specialists with long-standing lender relationships. This allows us to operate proactively rather than reactively, identifying which facilities should be secured, refinanced, or renegotiated well ahead of market inflection points. Our team’s technical expertise and continuous market engagement mean our clients benefit from preparedness, not pressure.
A recent example illustrates the value of this approach. One of our banking counterparties proposed mid‑facility adjustments to our valuation framework while preserving the agreed economics. Our ability to engage constructively, grasp the technical nuances, and arrive at a practical solution demonstrated the depth of the team, the strength of our lender relationships and our ability to navigate these discussions effectively to achieve strong outcomes for our clients.
A further pillar of our approach is intentional counterparty diversification. Concentrating ABL facilities with a small number of lenders—however strong those relationships may feel in benign conditions—creates an asymmetric vulnerability: when market sentiment shifts, those who rely heavily on one or two banks find their financing options constrained at exactly the wrong moment.
We have structured our lender base deliberately to avoid that exposure, spreading facilities across a mix of Tier 1 banks, regional lenders, and non‑bank counterparties with differentiated risk appetites and funding bases. The result is a portfolio of financing relationships that does not move in lockstep with any single institution’s internal risk appetite or balance sheet constraints. As parts of the lender market become more cautious, particularly among newer entrants, our diversified network ensures we retain a range of established alternatives and can continue to operate with confidence.
We also run competitive RFP processes systematically when securing or refinancing facilities. In a market where lender appetite is differentiated and pricing is moving, there is no substitute for a proper process to extract best economics. Platform scale matters here—our size and the breadth of our lender relationships ensure we see pricing and structure across a wide cross‑section of the market, not just what any single bank wants to put in front of us.
Perhaps most importantly, deep market participation gives us real‑time intelligence on what peers are experiencing. Knowing that repricings are clearing—and understanding which lenders are driving that activity versus which are retrenching—allows us to calibrate our own negotiations with considerably more precision than relying on market rumour.
The portfolio financing market in 2026 is functioning, but it is far less forgiving. CLO technicals remain broadly supportive, lender appetite is intact, and transactions continue to get done. However, the era of wide lender pools and easily achieved economics has passed for now. Managers who will be best positioned are those who have cultivated strong counterparty relationships, maintained disciplined valuation practices, and built the in‑house expertise and market access to negotiate from a position of genuine insight.
Agility, lender diversification, and data‑driven negotiation have become essential elements of navigating today’s market. At Hayfin, we see preparation as the most effective way to manage financing volatility—staying close to market developments, engaging early with counterparties, and ensuring we approach each discussion with a clear sense of the available options and the right economic outcomes for our clients.
The software sector has found itself back under the spotlight as discussion around GenAI disruption gathers pace. The debate has intensified in recent weeks, after the launch of new AI‑driven tools prompted fresh questions about how quickly established workflows, currently inhabited by software companies, could shift. The accelerating pace at which foundational models are emerging has fuelled a sell-off in public software assets and scrutiny of private markets’ exposure to SaaS models, in both equity and credit.
At Hayfin, this is not a new theme. Early in 2024, we undertook an external review of GenAI‑related risk within our portfolio. Since then, we have embedded the relevant insights into day‑to‑day portfolio management and how we underwrite and invest in new opportunities. While the 2024 review didn’t point to a need for significant change across our portfolio, the result is that our exposure to the space today is deliberate, regularly measured and grounded in a clear view of where software remains resilient.
Across our Direct Lending strategy, software makes up less than 8% of fair value. It is worth recognising that, until very recently, software businesses were among the strongest performers in many institutional portfolios, and for a large number of these companies, the core fundamentals have not changed – they remain well‑run, cash‑generative assets with attractive return profiles. Performance across the software businesses within our portfolio remains in line with expectations. More importantly, this reflects the focus of our exposure: mission‑critical, workflow‑embedded software rather than content generation tools or basic analytics tools or platforms.
These companies sit deeper in customer processes, often underpinning core operational activities where reliability, specificity and domain knowledge matter. In our view, this type of functionality is structurally more difficult to disrupt, even as AI capabilities continue to evolve. Where these businesses also benefit from specialist sponsor ownership, the resilience is further reinforced through disciplined product development and operational support.
A commonly used lens for assessing software business quality is the Rule of 40. It’s a rule of thumb that measures whether a business’s annual revenue growth rate and its EBITDA margin, expressed as percentages and added together, exceed 40. It provides a simple measure of whether a company can balance growth with profitability – two characteristics that, when combined, tend to signal durable market positioning and a more sustainable long‑term operating profile. Businesses that consistently sit above this threshold often demonstrate strong customer value, efficient cost structures and an ability to invest through different cycles.
All companies within our software portfolio currently sit above the 40% benchmark. This is intentional. We prioritise businesses with diversified value propositions, meaningful customer embeddedness and the ability to sustain high margins alongside ongoing growth. We believe these attributes matter more, not less, in an environment where new technologies can alter competitive dynamics.
While industry commentary around GenAI continues to evolve, our approach remains rooted in fundamentals. Our focus is on software that sits at the heart of customer operations, with business models displaying clear relevance and the operational resilience required to manage both periods of change and across cycles. In practice, that means staying disciplined and backing businesses built to endure and generate stable cashflows rather than those chasing short-term momentum or reward.
Our industry is undergoing rapid change. When Tim and I first started Hayfin in 2009, private markets were still in their infancy. The term ‘private credit’ was yet to enter the mainstream. Fast-forward to 2026 and the asset class has grown considerably.
Media, regulators and governments now take a keen interest in what we do. Capital allocations – first from institutional clients, but increasingly from high-net-worths – have risen exponentially. Global private credit AUM has more than trebled in the past decade to over $1.5trn.
In this more mature market, investors are rightly asking their managers what sets them apart from the competition.
We’ve always answered this question with reference to three key competitive advantages:
- Scale
- Adaptability
- Culture
We see these three attributes becoming cornerstones of the industry’s most successful players.
As our platform has evolved over the past year, following the completion of our management buyout and the addition of Mubadala, Samsung Life and AXA IM Prime as shareholders alongside Arctos, these three differentiators ring even truer for Hayfin today.
Why scale matters
Market access has historically been a barrier to entry in private credit. We’ve previously outlined why that’s particularly the case for the fragmented European market.
However, we believe the size of our platform, reach of our network and depth of our proprietary data – gathered over more than 15 years, in the course of investing over €55bn into 500+ companies – should help us to continue retaining and growing lending relationships with high‑performing businesses in the years ahead.
With higher interest rates dragging on transaction activity in the post‑Covid period and slowing deployment for many funds, incumbency has proved a competitive advantage. Approximately half the capital deployed in our direct lending strategy over the past two years has been extended to existing borrowers. With €30bn of assets in the ground today, the opportunity to extend capital to existing borrowers will remain an important source of deal flow for Hayfin. That means we can maintain steady growth independent of broader M&A market cycles.
As AI adoption within private credit accelerates, and technology is increasingly used to crunch numbers and supplement human judgement during the underwriting process, we believe it’s the managers with the largest pools of historic investment data who will be best placed to generate insights.
Finally, we expect the benefits of increased fund sizes and lending capacity to intensify over time. A larger capital base and the ability to make bigger commitments should strengthen GPs’ hands, helping them achieve greater portfolio diversification and negotiate improved terms. With deal sizes continuing to rise, access to capital and close partnerships with blue‑chip LPs will be essential to remaining relevant.
How to adapt amid volatility
With continued volatility across markets and geopolitics, being dynamic and adaptable is crucial. European capital markets are smaller and less efficient than their US counterparts, and the risk‑return trade‑off can shift quickly. To counter this, we have deliberately designed our business to be able to pivot to capitalise on value and opportunity. This is reflected in our broad product suite, which enables us to serve the needs of both borrowers and LPs.
The emerging opportunity within asset‑backed lending is one such example. We are seeing increasing client interest in Europe in asset‑backed deals, as investors become more familiar with private credit and seek more complex, higher‑return and less commoditised opportunities. These types of investments have been a key focus of Hayfin from day one, with €12bn deployed to date, largely through the dedicated expertise we’ve built in sectors such as healthcare, real estate and maritime.
The benefits of flexibility are likely to keep rising alongside the evolution of the asset class. New deployment opportunities should emerge as private credit finances an ever‑increasing cross‑section of European economic activity. That steady expansion of private markets has driven the Bank of England’s inaugural exploratory analysis into how they intersect with the UK real economy, which we’re pleased to be participating in this year.
What a one‑firm culture means
The final ingredient to Hayfin’s success is our single‑firm culture. It has always been our aspiration to be Europe’s most integrated platform. If investors are looking for a multi‑boutique or a ‘pod shop’, there are many fine examples in the market. We aren’t one of them.
The Hayfin team now owns a substantial majority of the GP, and most of our employees are shareholders. This breadth of ownership is an important differentiator for a company of our type and size. That level of independence, autonomy and ownership creates value for LPs by enabling us to continue executing at pace and investing in the next generation of Hayfin leaders.
When we founded Hayfin in 2009, our ambition was to be a first mover capitalising on the emerging opportunity in European private credit. By building scale, resilience and adaptability in a firm that understands the power of collaboration, we believe we have created a platform for all investment environments. In today’s world – characterised by heightened risks and uncertainties alongside abundant opportunity – this flexibility is paramount.
Hayfin continues to be well positioned to support its clients, and I’m excited for what’s to come in the rest of 2026 and beyond.
Hayfin has successfully completed a €550 million refinancing for Juvisé Pharmaceuticals. The transaction includes €400m of existing debt and a new €150m capital expenditure line fully dedicated to future M&A opportunities.
The refinancing follows Juvisé’s 2024 capital reopening, during which BPI France and Pemberton joined the company as shareholders when acquiring Ponvory® rights from Johnson & Johnson. This latest restructuring underscores Juvisé’s strong financial position and robust operational strength, with its entire portfolio now fully integrated.
The refinancing continues to strengthen Juvisé’s financial flexibility, extending its debt maturity profile and providing additional resources to support future growth initiatives, including potential M&A opportunities.
Howard Rowe, Portfolio Manager and Co-Head of Healthcare Investing at Hayfin, said: “We are looking forward to supporting Juvisé in this next phase of its development. We believe the company has demonstrated consistent operational discipline and a strong historic track record of integrating and scaling essential medicines. This refinancing strengthens an already solid foundation, and we look forward to continuing our partnership as Juvisé pursues its growth strategy.”
Alban Senlis, Managing Director and Head of France at Hayfin, added: “Juvisé has continued to build a resilient platform, delivering essential medicines and effective execution. This refinancing gives the team the flexibility to pursue new growth opportunities with confidence as they enter a promising new chapter.”
Frédéric Mascha, Founder and CEO of Juvisé Pharmaceuticals, said: “This refinancing is a key milestone for Juvisé, strengthening our financial position and enabling us to continue delivering on our growth with the ambition to acquire and commercialize new essential medicines for patients. We are delighted to finalize this operation with our longtime partner Hayfin, whose long-term approach and healthcare capabilities make them an ideal partner to support our growth.”
White & Case served as legal advisor to Hayfin on the transaction. Juvisé was provided legal counsel by Latham & Watkins, with Lazard acting as a Special Advisor.
In this Q&A, Michaela Campbell, Head of Portfolio Monitoring at Hayfin, explains how her team is transforming data into actionable insights for LPs.
Michaela explores the growing importance of portfolio monitoring, the challenges of managing complex private credit data, and the role AI will play in shaping the future of the industry.
Tell us about the portfolio monitoring team at Hayfin.
As investors’ expectations around transparency grow, LPs are demanding more timely, standardised and high-quality data from GPs. It’s essential to have the infrastructure and resource to support bespoke requirements, as LPs increasingly seek to have consistent reporting from all of their GPs.
Further, with increasing geopolitical and macro-economic uncertainty, the need to be front-footed in monitoring portfolio health has never been greater. Our dedicated team has brought efficiency and streamlining to the reporting, ratings, monitoring and valuations processes, which allow for proactive portfolio management and early intervention.
I joined the firm last year to build out and lead this team. This was all part of a wider drive to invest in the quality of service we can offer to our growing LP base globally, at a time when institutional asset allocation to European private credit remains on the rise.
Our team is making real progress in the kind of insights we can extract from our portfolio companies’ underlying data. This has entailed a substantial investment of the team’s time and resource in structuring, standardising and analysing our portfolio data. Even within the past year, we’ve grown the portfolio monitoring team from two to eight with 2 more joining before the end of the year.
Why is portfolio monitoring important to LPs and what can they expect to gain from it?
For LPs, a portfolio monitoring function is essential for their managers to provide detailed reporting, proactive performance monitoring and value preservation.
Data granularity and enhanced analytic capabilities offer a range of benefits. We can exert better oversight of the portfolio, not only to allow for early engagement with management teams and sponsors, but also to inform future investment decisions, by using our insights and learnings for underwriting and portfolio construction and providing additional, contextual information to aid decision-making.
One example of enhanced analytic capabilities is our early warning indicators, which are fundamental to how we now review the portfolio and prioritise individual deals. This tool has been automated and will soon be available across teams.
Similarly, we were proactive in understanding how PIK-toggles impacted fund-level performance, and also in assessing first and second-order impacts from tariffs to the portfolio.
Through tools like this we believe we can be better partners – to both our borrowers and our LPs. Being able to identify red flags early enables us to engage with borrowers to protect value. Meanwhile, we give LPs the means to assess performance and make informed decisions about their allocations, as well as speeding up their due diligence processes on new fund allocations.
What makes data analysis so complex in private credit?
There are a few structural factors which help explain why the private credit industry has been a relatively slow adopter of automation and big data analytics.
The industry is relatively young, having only emerged in Europe post-crisis. As lenders, you rely on your borrowers to provide high-quality data, and you don’t necessarily have the same levers to pull as the shareholders to compel them to do so. That all impacts the size and quality of the dataset.
With over €50 billion invested in more than 500 companies over 15 years, Hayfin has built a proprietary data bank that supports differentiated and data-driven insights in Europe. We have long requested high-quality, consistent information from our portfolio companies to enable performance tracking. We believe this is now a key differentiator for our private credit platform.
We are now grappling with almost the opposite challenge. Like other large alternative asset managers, we deal with a high volume of data from a variety of investments which is received in many different formats, frequently changing over time and often multi-lingual. That requires us to standardise data from multiple unstructured sources. The quantity of data we receive is growing so cracking the standardisation problem isn’t just about cleaning up data; it’s about gaining a real competitive edge. We believe the firms that can collect, structure, analyse and share this information the fastest and most consistently, will be the preferred choice for asset owners and investors.
One additional challenge is that, increasingly, LPs want reporting delivered in a consistent format, often tailored to their internal systems. That puts pressure on GPs to evolve their processes and technology infrastructure to accommodate those requests.
What does the future hold for portfolio monitoring?
It almost seems too cliché to mention at this point, but we believe that elements of portfolio monitoring will centre around the intelligent use of generative AI. The industry is relatively early in its AI journey, but the pace of improvement and adoption will only accelerate.
The tricky nature of unstructured portfolio data has somewhat slowed the industry’s adoption of advanced data techniques compared to other sectors, but AI is already showing promise in streamlining underwriting, data analysis and deal logistics.
It’s important as an industry that we don’t rush the integration of generative AI into portfolio monitoring, as these GenAI models are often not sufficiently accurate to be fully relied upon. AI should supplement, but never replace, the human judgment, governance and validation that must remain central to our investment activities and portfolio monitoring.
Over time, I expect AI will help the industry resolve pervasive issues related to standardising performance tracking, as well as helping to detect anomalies and incorporate alternative data sources to flag emerging risks. But handling sensitive borrower data requires purpose-built tools and robust infrastructure, which will no doubt take time to perfect.
Overview
As private markets continue to evolve, new challenges drive sponsors, companies, banks and asset managers to seek creative financing solutions. While private credit funds are sitting on ample reserves of dry powder, much of this is earmarked for lower risk opportunities, in funds that are increasingly averse to structural or situational complexity.
Beyond the Unitranche: Creative financing solutions in a changing market
Hayfin today announces the acquisition of Gropius Passagen, Berlin’s largest shopping centre, from Nuveen and Unibail-Rodamco-Westfield. With around 95,000 sqm of lettable retail space, more than 150 tenants, and annual tenant turnover exceeding €200 million, Gropius Passagen is the dominant retail destination in Berlin’s Neukölln district and one of Germany’s premier shopping centres.
Following the acquisition, Pradera, a leading retail real estate investment management specialist will act as asset manager on behalf of Hayfin. Pradera will oversee a capital expenditure programme aimed at enhancing the centre, including the introduction of new medical space, improved accessibility, and a reconfiguration of selected retail units.
Carlos Colomer, Managing Director at Hayfin, said: “Gropius Passagen offers high-quality exposure to the opportunity we currently see within European shopping centres. It’s a locally dominant scheme in continental Europe’s largest retail market with a large and diversified portfolio of long-term tenants, combining defensive qualities with significant value-add potential. We’re looking forward to working with Pradera to upgrade the asset further and enhance the experience for Gropius Passagen’s loyal customers and retailer partners.”
JLL, Gleiss Lutz and Macfarlanes advised Hayfin on the transaction. CBRE and ambas acted on behalf of the vendor with Hauck Schuchardt as legal advisor.
Hayfin is pleased to announce the appointment of Tim Atkinson and Steven Carew as Managing Directors within its Partner Solutions Group. Based in London, Tim will lead the Product Strategy team focused on Hayfin’s opportunistic credit strategies, while Steven will lead the firm’s client franchise in Australia from Melbourne.
Tim brings over 17 years of experience in alternative investments, product development and client partnerships. He joins Hayfin from Blantyre Capital, where he served as Head of Investor Partnerships for four years, overseeing capital formation and strategic client engagement. Prior to this, Tim spent more than a decade at Meketa Investment Group, a leading alternative investment consulting firm, where he was responsible for sourcing, conducting due diligence and managing portfolio construction for both discretionary and non-discretionary private credit clients.
Prior to joining Hayfin, Steven worked in the investment consulting, superannuation, funds management and banking sectors. He brings a wealth of experience, having been Head of the Multi-Boutique platform at Warakirri Asset Management. Before that, he spent over 20 years with Australia’s largest investment consultant, JANA Investment Advisers, including nine years as Chief Investment Officer.
Maura English, Managing Director, Partner Solutions team at Hayfin, said: “Our opportunistic credit strategies have been an important part of Hayfin’s product offering from the outset. Tim’s appointment to our Partner Solutions team will further enhance the solutions we can offer in this area. His experience in product strategy and investor partnerships will be instrumental as we expand our platform and deepen our relationships with our global LP base.”
Steve Bringardner, Managing Director, Partner Solutions team at Hayfin, said: “Hayfin has been strategically backed by Australian institutional capital, first as a minority shareholder and then as fund investors, throughout the firm’s history. In Steven, we’re bringing in a highly experienced professional to double down on our relationships in this market. Expanding our global footprint with a presence in Australia also serves to further cement our long-standing commitment to the region.”
The appointments come amid Hayfin’s recent strategic partnerships with Mubadala, AXA IM Prime and Samsung Life, which acquired minority stakes in the firm from Arctos Partners. These transactions underscore Hayfin’s commitment to enhancing its ability to deliver innovative, investor-focused solutions across a growing platform.
Hayfin is pleased to announce the appointment of Daniel Stevenson as Managing Director and Head of Capital Markets, effective immediately.
Daniel joins from Deutsche Bank, where he spent over 14 years in the leveraged finance team, most recently as Managing Director in Leveraged Debt Capital Markets. In that role, he advised global corporate and sponsor-backed clients on high-yield bonds and leveraged loan financings, supporting some of the largest acquisition and expansion transactions in the market.
Marc Chowrimootoo, Portfolio Manager and Co-Head of Direct Lending, said: “Daniel’s appointment marks an important step in broadening Hayfin’s origination and execution capabilities. With larger transactions accounting for an ever-greater share of private credit deal volumes, access to and understanding of capital markets are critical. Daniel’s extensive experience will be a valuable addition to our existing coverage of the private credit, bank and syndicated markets. We look forward to welcoming him to the team and meeting the evolving needs of our borrowers, sponsors and co-investment partners.”
Daniel Stevenson, Managing Director and Head of Capital Markets, said: “I am excited to be joining Hayfin as the firm expands its reach across a wider range of deal sizes and types. The opportunity to bring my experience in leveraged finance to support the growth of a buy-side platform, and to work with such a talented team, was a compelling one. I look forward to helping Hayfin continue to innovate and scale in the years ahead.”