Vendor Take-Back Financing for Canadian Pharmacy Sales: A Complete Guide

Picture this: You have found the perfect pharmacy. The location is ideal, the prescription volume is strong, the books are clean. You have been approved for bank financing, but there is a problem.

The bank will finance 75% of the $1,500,000 purchase price, which means $1,125,000. You have saved $225,000 for the down payment. But that still leaves you $150,000 short of what you need to close the deal.

This is where vendor take-back financing can save the transaction.

Vendor take-back financing is when the seller provides a loan to the buyer for part of the purchase price. Instead of receiving full payment at closing, the seller agrees to be paid over time, typically 2 to 5 years, with interest. This arrangement bridges financing gaps, demonstrates seller confidence in the business, and often means the difference between a deal that closes and one that collapses.

In Canadian pharmacy transactions, vendor take-back financing is common and often expected by buyers who cannot cover the entire purchase price with bank financing and personal equity. Understanding how VTB works, what terms are market-standard, and when it makes sense for both parties is essential for successful pharmacy sales.

Quick Summary: What You Will Learn

• What vendor take-back financing is and how it works in pharmacy transactions
• Typical VTB structures, amounts, and terms for Canadian pharmacy sales
• How to protect both buyers and sellers in VTB arrangements
• Tax implications for sellers providing vendor financing
• When VTB makes sense and when to avoid it
• Other creative financing structures beyond traditional VTB

What Is Vendor Take-Back Financing?

Vendor take-back financing (also called seller financing, vendor financing, or seller carry-back) occurs when the seller of a business acts as a lender by allowing the buyer to pay part of the purchase price over time rather than all at once at closing.

How VTB Works in Practice

Standard transaction structure without vendor take-back financing:

• Purchase price: $1,500,000
• Bank loan: $1,125,000 (75%)
• Buyer equity: $375,000 (25%)
• Cash to seller at closing: $1,500,000

Transaction structure with vendor take-back financing:

• Purchase price: $1,500,000
• Bank loan: $1,125,000 (75%)
• Buyer equity: $225,000 (15%)
• Vendor take-back loan: $150,000 (10%)
• Cash to seller at closing: $1,350,000
• Remaining $150,000 paid to seller over 3 years with interest

The vendor take-back financing amount becomes a loan from seller to buyer, secured by the business assets or the shares. The buyer makes regular payments (monthly, quarterly, or annually) with interest until the loan is fully repaid.

Why Buyers Want Vendor Take-Back Financing

From the buyer’s perspective, vendor take-back financing provides several advantages:

1. Bridges Financing Gaps

This is the most common reason buyers request vendor take-back financing.

Canadian banks typically finance 70% to 80% of a pharmacy purchase price for qualified buyers. If the buyer has saved enough for 15% to 20% down payment but not the full 25% to 30% the bank requires, vendor take-back financing fills the gap.

Example:

A buyer has $225,000 saved. The pharmacy costs $1,500,000. The bank approves 75% financing ($1,125,000) but requires proof of the remaining 25% ($375,000). The buyer is $150,000 short. A 10% vendor take-back financing ($150,000) makes the deal work without the buyer needing to find additional cash or outside investors.

2. Reduces Required Cash Investment

Even buyers who have the full down payment sometimes prefer vendor take-back financing to preserve cash for working capital, renovations, or personal financial security.

A buyer with $375,000 available might prefer to put down only $225,000 and keep $150,000 in reserve. The VTB provides that flexibility while still allowing the seller to receive the agreed purchase price.

3. Signals Seller Confidence

When sellers offer VTB, buyers interpret this as confidence in the business. If the seller is willing to take payments over time, it suggests they believe the pharmacy will continue generating sufficient cash flow to support those payments.

Conversely, sellers who refuse any VTB sometimes raise buyer concerns: Why won’t they take even a small portion over time? Do they know something about the business that makes them want all cash immediately?

4. May Reduce Bank Financing Requirements

Some banks view VTB as additional equity (or at least quasi-equity) that reduces their risk. A buyer with 15% cash down plus 10% VTB may receive more favorable bank loan terms than a buyer with only 15% down and no VTB.

However, banks typically require that VTB be fully subordinated to their loan, meaning the bank gets paid first if the pharmacy fails.

Why Sellers Should Consider Providing Vendor Take-Back Financing (VTB)

Many sellers instinctively resist VTB. They want their money now, not payments over several years. However, VTB offers several benefits that sellers often overlook:

1. Expands the Buyer Pool

The more buyers who can afford your pharmacy, the more competition for it, and the better your negotiating position.

A seller who requires all-cash or refuses VTB limits their buyer pool to only those with substantial liquid assets. Offering 10% to 15% VTB opens the sale to qualified pharmacists who have bank approval and solid down payments but not quite enough for the full equity requirement.

Example:

Two scenarios for a $1,500,000 pharmacy sale:

Scenario A: Seller requires all cash

• Buyer needs $375,000 cash (25% down) plus bank approval for $1,125,000
• Buyer pool: 3 qualified buyers
• Best offer: $1,450,000 (buyer leverages limited competition)

Scenario B: Seller offers 10% VTB

• Buyer needs only $225,000 cash (15% down) plus bank approval
• Buyer pool: 8 qualified buyers
• Best offer: $1,500,000 (multiple competing buyers drive full price)

In Scenario B, the seller actually receives more total value despite providing VTB.

2. Earns Interest Income

VTB loans typically carry interest rates of 6% to 8% (sometimes higher for riskier deals). This provides sellers with a return on the deferred portion.

Example:

$150,000 VTB at 7% interest over 3 years generates approximately $16,500 in interest income for the seller (assuming monthly payments with amortization).

While this is taxable income, it still provides compensation for the delayed payment.

3. May Facilitate Tax Planning

For sellers with significant capital gains, spreading the sale proceeds over multiple tax years through VTB can sometimes reduce overall tax liability.

Consult with your accountant about whether deferring capital gains through VTB payments benefits your specific tax situation. This strategy works better in some structures (asset sales vs share sales) and for some sellers (those near income thresholds) than others.

4. Can Close Deals That Otherwise Fail

Sometimes the difference between a successful sale and no sale at all is the seller’s willingness to provide a modest VTB.

Waiting months for another buyer who has more cash often results in a stale listing, declining business performance, and eventually an even lower sale price.

Typical Vendor Take-Back Financing (VTB) Structures for Canadian Pharmacy Sales

While every deal is unique, market conventions exist for VTB arrangements in pharmacy transactions.

VTB Amount: Usually 10% to 15% of Purchase Price

Most pharmacy VTBs range from 10% to 15% of the total purchase price. Amounts below 5% are too small to materially help buyers. Amounts above 20% create significant risk for sellers and may indicate the buyer is under-capitalized.

For a $1,500,000 pharmacy:

• Typical VTB: $150,000 to $225,000 (10% to 15%)
• Conservative VTB: $75,000 to $150,000 (5% to 10%)
• Aggressive VTB: $225,000 to $375,000 (15% to 25%)

Interest Rate: 6% to 8%

VTB interest rates typically range from 6% to 8%, slightly higher than bank loan rates to compensate sellers for the additional risk of being a junior lender.

The interest rate should reflect:

• Current market interest rates (prime rate as a baseline)
• Risk level of the pharmacy (stronger businesses justify lower rates)
• Buyer’s financial strength (higher net worth buyers may negotiate lower rates)
• Whether the VTB is secured or unsecured

As of 2024-2025, with prime rates around 6%, typical VTB rates are 7% to 8%.

Term Length: 2 to 5 Years

VTB loans are typically structured with 2 to 5-year terms, with 3 years being most common.

Shorter terms (2 years) reduce seller risk but create higher monthly payments for buyers. Longer terms (5 years) reduce buyer payment burden but extend seller exposure.

Payment example for $150,000 VTB at 7% interest:

• 2-year term: $6,683/month
• 3-year term: $4,630/month
• 5-year term: $2,970/month

The buyer’s pharmacy must generate sufficient cash flow to cover these VTB payments in addition to the bank loan payments and operating expenses.

Payment Schedule: Monthly Payments Most Common

Most VTB arrangements require monthly payments (principal plus interest) similar to a bank loan. This provides sellers with regular income and ensures the loan amortizes steadily.

Alternative payment structures include:

• Interest-only payments with balloon: Buyer pays only interest monthly (7% of $150,000 = $875/month) with the full $150,000 principal due at the end of the term. This reduces buyer’s monthly payments but requires them to refinance or save for the balloon payment.
• Quarterly or annual payments: Larger, less frequent payments that align with business cash flow patterns. Works better for seasonal pharmacies.
• Deferred payments: No payments for the first 6 to 12 months to give the buyer time to stabilize the business, then regular payments begin.

Protecting Both Parties in Vendor Take-Back Financing (VTB) Arrangements

vendor take-back financing creates risk for both buyers and sellers. Proper documentation and security provisions protect everyone.

Essential VTB Documentation

Promissory Note: The legal document evidencing the loan. It specifies the principal amount, interest rate, payment schedule, term, and consequences of default.

Security Agreement: In asset sales, the seller takes security (collateral) in the pharmacy assets purchased. In share sales, the seller may take security in the shares themselves or a general security agreement over the corporation’s assets.

Personal Guarantee: The buyer personally guarantees the vendor take-back financing debt, making them personally liable if the business cannot repay. This is standard and protects sellers from buyers simply walking away.

Subordination Agreement: If the buyer has bank financing, the bank will require that the vendor take-back financing be subordinated (junior) to their loan. This means if the business fails, the bank gets paid first from liquidation proceeds. The VTB holder only gets paid after the bank is fully satisfied.

Protections for Sellers

Security in business assets: Register your security interest in the pharmacy’s assets (equipment, fixtures, inventory, accounts receivable) through the Personal Property Security Act (PPSA) registry in your province. This gives you priority over unsecured creditors if the buyer defaults.

Acceleration clause: If the buyer misses payments or breaches terms, the entire remaining balance becomes immediately due. This prevents buyers from dragging out defaults for months.

Right to financial information: Include provisions requiring the buyer to provide quarterly or annual financial statements so you can monitor business performance and identify problems early.

Notice and cure periods: Require written notice if the buyer intends to make major business changes (sell the business, merge with another pharmacy, take on additional debt). Give yourself 30 to 60 days to respond or demand accelerated payment.

Prepayment rights: Allow (but don’t require) the buyer to prepay the vendor take-back financing early without penalty. If the buyer refinances or sells the pharmacy, you get paid out immediately.

Protections for Buyers

Partial release provisions: If you make significant prepayments or pay down a certain percentage, the seller releases some collateral. This gives you more financial flexibility as you pay down the debt.

Reasonable interest rate: Ensure the vendor take-back financing interest rate is market-competitive (6% to 8%). Sellers sometimes try to charge 10% to 12%, which is exploitative unless the risk justifies it.

Clear payment terms: Specify exact payment amounts, due dates, and acceptable payment methods. Ambiguity creates disputes.

Limited negative covenants: Some sellers try to restrict what you can do with the business (no expansion, no additional borrowing, no changes to suppliers). Negotiate reasonable limits that give you operational flexibility while protecting the seller’s security.

Tax Implications of Vendor Take-Back Financing

vendor take-back financing creates tax consequences for both parties.

For Sellers: Capital Gains vs. Interest Income

When you provide VTB, you still realize the full capital gain in the year of sale (assuming asset or share sale structure with capital treatment).

Example:

You sell your pharmacy for $1,500,000 in a share sale. Your adjusted cost base (what you paid for the shares years ago) was $300,000. Your capital gain is $1,200,000.

Even if $150,000 of the purchase price is paid through VTB over 3 years, you report the full $1,200,000 capital gain in the year of sale. The Lifetime Capital Gains Exemption (currently $1,275,000 for qualified small business corporation shares) may shelter this entire gain from tax.

The interest you receive on the vendor take-back financing is fully taxable as interest income in the years you receive it. This is different from capital gains (50% inclusion rate). Interest is 100% taxable at your marginal tax rate.

Example:

Your $150,000 VTB at 7% generates approximately $5,500 in interest income in Year 1. This $5,500 is added to your other income and taxed at your marginal rate (potentially 45% to 50% in high-income provinces).

For Buyers: Interest Deductibility

The interest you pay on vendor take-back financing is tax-deductible as a business expense, just like bank loan interest.

Example:

You pay $5,500 in VTB interest in Year 1. This reduces your pharmacy’s taxable income by $5,500, saving you approximately $1,650 to $2,750 in corporate taxes (depending on your province and whether you qualify for the small business deduction).

The principal payments on the vendor take-back financing are not tax-deductible. They are repayment of the purchase price, which was a capital transaction.

Allocation in Asset Sales

In asset sales, the purchase price must be allocated among different asset classes (inventory, equipment, goodwill, etc.). This allocation affects both parties’ taxes.

The VTB portion should be allocated proportionately across all asset classes based on the overall allocation. Do not allocate the VTB entirely to goodwill or any single asset class unless there is a legitimate business reason.

Example:

Total purchase price: $1,500,000

Allocation: Inventory $300,000 (20%), Equipment $150,000 (10%), Goodwill $1,050,000 (70%)

VTB amount: $150,000 (10% of total)

VTB allocation:

• Inventory: $30,000 (20% of VTB)
• Equipment: $15,000 (10% of VTB)
• Goodwill: $105,000 (70% of VTB)

When Vendor Take-Back Financing (VTB) Makes Sense and When to Avoid It

VTB Makes Sense When:

The buyer is well-qualified but slightly short on cash: A licensed pharmacist with bank approval, solid management experience, and reasonable down payment (15% to 20%) who needs a modest VTB (10% to 15%) to bridge the gap.

The pharmacy has strong, stable cash flow: The business generates sufficient EBITDA to comfortably cover both bank debt service and VTB payments. DSCR of 1.35x or higher after accounting for all debt is ideal.

Market conditions favor buyers: If buyers are scarce and you need to make your deal more attractive, offering VTB differentiates you from sellers who demand all cash.

You can afford the risk: You do not desperately need all the cash at closing. You have other income sources or assets. You can afford to wait 2 to 5 years for full payment and can absorb the loss if the buyer defaults.

You want to facilitate a smooth transition: VTB aligns seller and buyer interests. If you hold a note, you have a vested interest in the pharmacy’s success and may be more motivated to support the buyer during transition.

Avoid VTB When:

The buyer has weak financials or limited experience: First-time buyers with minimal savings, no management experience, and marginal credit should not be financed through VTB. The risk of default is too high.

The pharmacy has declining performance: If prescription volume is falling, margins are compressing, or competition is intensifying, VTB magnifies your risk. You may be lending money to a failing business.

You need all the cash immediately: If you have debts to pay off, immediate retirement expenses, or other financial commitments that require full payment at closing, VTB is not appropriate.

The buyer requests excessive VTB (over 25%): If the buyer cannot come up with at least 15% to 20% equity, they are under-capitalized. Banks will not approve them, and you should not either.

The transaction is already complex or contentious: If you and the buyer have had difficult negotiations, trust issues, or significant disputes during due diligence, VTB creates an ongoing relationship that may lead to further conflict.

Other Creative Financing Structures Beyond Traditional Vendor Take-Back Financing (VTB)

VTB is not the only creative financing option. Here are other structures used in pharmacy transactions:

Earnouts (Performance-Based Payments)

Instead of (or in addition to) VTB, the seller receives additional payments if the pharmacy achieves specific performance targets post-closing.

Structure:

Base purchase price: $1,350,000 paid at closing

Earnout: Up to $150,000 additional if the pharmacy maintains average monthly prescription volume above 5,000 scripts for each of the next 2 years.

Earnouts align interests: the seller is incentivized to support a smooth transition, and the buyer only pays the full price if performance continues.

Risks: Disputes often arise about whether targets were met, whether the buyer operated the pharmacy properly, and whether declining performance was due to market factors or buyer mismanagement.

Consulting or Employment Agreements

Instead of VTB, the seller stays on as a paid consultant or employee for 1 to 3 years post-closing.

Structure:

Purchase price: $1,350,000 paid at closing

Consulting agreement: Seller provides 10 hours/month consultation for 2 years at $6,250/month ($150,000 total over 24 months)

This effectively defers $150,000 in payments but structures them as employment income (fully taxable) rather than capital gains. This is usually worse for the seller from a tax perspective but may be acceptable if they want to stay involved in the business.

Real Estate Leaseback

If the seller owns the building where the pharmacy operates, they can sell the pharmacy business but retain the real estate and lease it to the buyer.

Structure:

Pharmacy business sale: $1,500,000 (buyer pays $1,350,000 at closing, $150,000 VTB)

Real estate: Seller retains ownership, leases to buyer at $8,000/month

This provides the seller with ongoing rental income (often more stable than VTB payments) and retains a valuable real estate asset that can be sold later or held long-term.

Phased Buyout (Partnership Transition)

Instead of an immediate full sale, the buyer purchases an initial stake (30% to 50%) and buys the remainder over 3 to 5 years based on a predetermined formula.

Structure:

Year 1: Buyer purchases 40% for $600,000 (based on $1,500,000 valuation)

Years 2-4: Buyer purchases additional 20% each year at valuations based on trailing 12-month EBITDA

This spreads the seller’s tax liability, maintains their involvement during transition, and allows the buyer to prove themselves before committing to the full purchase.

Real-World Example: Vendor Take-Back Financing (VTB) Bridging a Financing Gap

Scenario:

Sarah is selling her community pharmacy in suburban Calgary. The business generates $300,000 in normalized EBITDA. Based on a 5x EBITDA multiple, the asking price is $1,500,000.

David is a licensed pharmacist working as an associate manager at another pharmacy. He has saved $225,000 for a down payment and has been pre-approved by RBC for pharmacy acquisition financing.

The Problem:

RBC will finance 75% of the purchase price ($1,125,000) but requires proof that David has the remaining 25% ($375,000) available. David is $150,000 short.

David considers several options:

• Wait another 2 years to save the additional $150,000: By then, Sarah’s pharmacy may be sold, market conditions may change, or the opportunity may be lost.
• Find an investor partner: Bring in a partner who contributes $150,000 for a 10% ownership stake. This dilutes David’s ownership and creates governance complexity.
• Request vendor take-back financing: Ask Sarah to provide a $150,000 VTB over 3 years at 7% interest.

The Negotiation:

David explains his situation to Sarah and proposes:

• Purchase price: $1,500,000 (asset sale structure)
• RBC loan: $1,125,000 at 6.5% over 10 years
• David’s equity: $225,000 at closing
• VTB from Sarah: $150,000 at 7% interest over 3 years, monthly payments

Sarah is initially reluctant. She planned to use the full sale proceeds to pay off her mortgage and fund her retirement. However, her broker points out several benefits:

• David is well-qualified (licensed pharmacist, 7 years management experience, good credit)
• The pharmacy has strong cash flow (EBITDA well above debt service requirements)
• Rejecting VTB may mean losing this buyer and waiting months for another
• The 7% interest rate provides return on the deferred amount
• She can still access most of her equity immediately ($1,350,000 at closing)

The Solution:

Sarah agrees to the VTB with the following protections:

• Security interest in the pharmacy assets (registered through PPSA)
• Personal guarantee from David
• Subordination agreement (VTB is junior to RBC’s loan)
• Quarterly financial reporting requirement
• Prepayment allowed without penalty

The Numbers:

David’s monthly obligations:

• RBC loan payment: $12,850/month
• VTB payment to Sarah: $4,630/month
• Total debt service: $17,480/month ($209,760/year)

Pharmacy EBITDA: $300,000/year

Minus David’s salary as owner-pharmacist: $120,000/year

Net operating income: $180,000/year

DSCR = $180,000 / $209,760 = 0.86x

This is below the 1.25x DSCR most banks require. David will need to either:

• Take a lower salary initially ($95,000 instead of $120,000), which improves DSCR to 1.05x
• Grow EBITDA by 15% to 20% within the first year through operational improvements
• Increase down payment to reduce VTB amount

The Revision:

After seeing the DSCR issue, Sarah and David restructure:

• Sarah reduces asking price slightly to $1,475,000 (recognizing the tight cash flow)
• David increases equity to $250,000
• RBC finances $1,100,000
• VTB: $125,000 at 7% over 3 years

New monthly obligations:

• RBC loan: $12,570/month
• VTB: $3,860/month
• Total: $16,430/month ($197,160/year)

DSCR = $180,000 / $197,160 = 0.91x

Still marginal, but closer. David commits to taking $105,000 salary for the first year:

Net operating income = $300,000 – $105,000 = $195,000

DSCR = $195,000 / $197,160 = 0.99x

Still just below 1.0x. David shows RBC a credible plan to grow EBITDA to $315,000 within 12 months through:

• Adding minor ailment prescribing services (Alberta allows this)
• Increasing medication review billing
• Reducing staff overtime through better scheduling

RBC approves based on:

• David’s strong credentials and experience
• The pharmacy’s historical stability
• David’s willingness to take lower salary initially
• Sarah’s VTB demonstrating her confidence in the business

The Outcome:

The deal closes successfully. Sarah receives:

• $1,350,000 at closing ($1,100,000 from RBC, $250,000 from David)
• $125,000 over 36 months plus approximately $13,000 in interest
• Total: $1,488,000 over 3 years

David acquires the pharmacy with reasonable debt service, grows EBITDA to $320,000 by Year 2, and pays off the VTB early in Year 2 (allowed under prepayment terms) when cash flow improves.

The VTB made the transaction possible. Without it, David could not have purchased the pharmacy, and Sarah would have waited months or accepted a lower offer from another buyer.

Frequently Asked Questions About Vendor Take-Back Financing

What is vendor take-back financing in pharmacy sales?

Vendor take-back (VTB) financing is when the seller of a pharmacy provides a loan to the buyer for part of the purchase price. Instead of receiving full payment at closing, the seller agrees to be paid over time (typically 2-5 years) with interest. For example, in a $1,500,000 pharmacy sale, the seller might receive $1,350,000 at closing and carry a $150,000 VTB at 7% interest over 3 years.

How much VTB is typical in Canadian pharmacy transactions?

Most pharmacy VTB arrangements range from 10% to 15% of the total purchase price. For a $1,500,000 pharmacy, typical VTB would be $150,000 to $225,000. Amounts below 5% are too small to help buyers meaningfully, while amounts above 20% create excessive risk for sellers and may indicate the buyer is under-capitalized.

What interest rate should be charged on vendor financing?

VTB interest rates typically range from 6% to 8% for Canadian pharmacy sales, slightly higher than bank loan rates to compensate sellers for additional risk. As of 2024-2025, with prime rates around 6%, typical VTB rates are 7% to 8%. The rate should reflect current market conditions, pharmacy cash flow strength, and whether the VTB is secured or subordinated to bank debt.

How does VTB financing affect taxes for sellers?

Sellers still report the full capital gain in the year of sale, even if part of the purchase price is paid through VTB over multiple years. The Lifetime Capital Gains Exemption (currently $1,275,000) may shelter the gain. However, interest received on the VTB is fully taxable as ordinary income (not capital gains) in the years it’s received, typically at 45-50% marginal rates in high-income provinces.

What protections should sellers have when providing VTB?

Essential seller protections include: (1) Promissory note documenting the loan terms, (2) Security interest in pharmacy assets or shares registered through PPSA, (3) Personal guarantee from the buyer, (4) Subordination agreement with the bank (VTB is junior to bank debt), (5) Quarterly financial reporting requirements, (6) Acceleration clauses if buyer defaults, and (7) Prepayment rights allowing early payoff without penalty.

When should sellers avoid offering VTB financing?

Avoid VTB when: the buyer has weak financials or no management experience, prescription volume is declining or margins are compressing, you need all cash immediately for debts or retirement, the buyer requests excessive VTB (over 25% of purchase price), or negotiations have been contentious and trust is lacking. VTB creates an ongoing relationship that requires confidence in both the buyer and the business.

Conclusion: Vendor Take-Back Financing (VTB) as a Transaction Tool

Vendor take-back financing is neither universally good nor bad. It is a tool that, when used appropriately, facilitates transactions that benefit both parties.

For buyers, VTB bridges financing gaps, reduces required cash investment, and signals seller confidence in the business. For sellers, VTB expands the buyer pool, earns interest income, and can close deals that would otherwise collapse.

The key is proper structuring and documentation. VTB arrangements must be secured, clearly documented, and reasonable in amount and terms. Both parties should consult lawyers and accountants before finalizing VTB terms.

When evaluating whether to offer or accept VTB, consider:

• The buyer’s qualifications and financial strength
• The pharmacy’s cash flow stability and growth trajectory
• Whether the VTB amount is reasonable (10% to 15% of purchase price)
• The interest rate compensates for risk (6% to 8%)
• The term is manageable (2 to 5 years)
• Proper security and documentation protect both parties

Used thoughtfully, vendor take-back financing turns impossible transactions into successful ones. It demonstrates flexibility, builds trust, and creates outcomes where both parties achieve their goals.

If you are buying or selling a pharmacy and exploring vendor take-back financing options, our team provides expert guidance on structuring fair, secure, and market-competitive vendor financing arrangements. Contact us for a confidential consultation.

External Resources:

Canada Revenue Agency – Capital Gains

CRA – Business Income vs Capital Gains

Personal Property Security Act Registry Information and market-competitive vendor financing arrangements.

Arash Pourzare, Pharm.D., is a Canadian pharmacist, pharmacy owner, and pharmacy business consultant. Through PharmacyBroker.ca, he helps pharmacists and entrepreneurs value, buy, sell, and grow pharmacy businesses across Canada.