The acquisition run

A local competitor site, up the road from Tucker’s, was acquired in March 2026. Four Allied Pharmacies stores followed between 1 June and 27 July. MedsCheck doubled in the 15 months after Tucker’s completed, and four of those five acquisitions landed inside eight weeks.

Those later deals were funded with cash from the business, and the RxBridge facility is the reason that was possible. Because the limit is set against dispensing volume, it grew as the existing sites grew, which gave the group a cash flow cushion. That freed up cash to buy pharmacies outright rather than hold it back as working capital. Then Nishaan drew down from the facility after completion, so that the acquisition did not squeeze the existing sites.

Headroom is worth having. Being able to reach it in hours rather than months makes it decisive. Uplifts on the RxBridge facility have been approved in 24 to 48 hours, with same day drawdown, which Nishaan says his own bank cannot match.

Why RxBridge was the right fit

Nishaan is candid that he was not unhappy with his previous provider, and that the numbers alone would not have moved him. What did was the sense that RxBridge had bothered to understand where the business was going.

“They were investigating me as a person and as a businessperson. I expressed a desire to grow, and they expressed a desire to support that. That was really the convincing factor, because I was quite happy where I was.”

Understanding the business is not a soft benefit. Nishaan’s argument is that a lender who grasps how a pharmacy actually makes money, will price accordingly.

“People who understand my business make a massive difference compared with just going to a high street asset finance or invoice financing product. They do not get it. If they did get it, they would give you better terms.”

This also shows up in the ordinary weeks, not just the deals. Nishaan has one dedicated Relationship Manager who knows the business, and who takes things off his desk rather than sending them back.

What happens next?

That is not a hypothetical. Nishaan expects another round of corporate disposals, and he intends to be able to move on them.

His framing of the first 10 acquisitions is worth repeating. The first five, he says, were built on the foundations of invoice financing. The second five are the equity builders that will fund the next five.

None of which is an argument for cheap money. He is emphatic that the price makes sense against what it lets you do, but that discipline must come with it.

“Do not look at funding purely in terms of what it costs. Look at what having access to it allows you to do. If you have a good underlying business and a genuine opportunity that can materially move you in the right direction, sometimes the bigger cost comes when you do not act on it. But be disciplined and have a plan to pay it back.”

Asked what he would do differently, he says he would have paid the incumbent facility down faster and drawn harder on the RxBridge one. On his reckoning, that would have put the group at twenty pharmacies now, rather than ten. He never did, because every time he started paying down, something came up worth buying.

Six years ago, nobody in Nishaan’s family knew how a pharmacist became a pharmacy owner. He is now on his tenth, and the RxBridge facility that helped him buy Tucker’s is still in place for the eleventh.