With a staggering 945% growth rate and a mission to democratize access to capital, Juice Ventures is rewriting the rulebook for SME lending. In this exclusive Q&A, CEO and Founder Katherine Chan discusses how Juice leverages AI and real-time data to bridge the “confidence gap” for founders, transforming the lending experience from a rigid transaction into a strategic partnership. Chan also reflects on her transition from corporate banking and the vital role of financial literacy in unlocking UK innovation.
Juice achieved 945% growth. Beyond providing capital, how does Juice’s AI-driven, real-time data analysis fundamentally change the lending experience compared to traditional corporate banking methods you previously observed?
Juice achieved 945% growth by recognizing that the UK SME funding gap has two parts: deficient capital supply as high street banks pull back, and a systemic lack of transparency and tooling for SMEs.
Our AI-driven, real-time data analysis creates a dynamic, holistic 360-degree view of an SME’s financial position. This allows us to see potential and offer growth capital based on what’s happening now, not just historical checkboxes. Traditional banks run long-winded, complex processes where a “no” comes with zero explanation. We provide clarity throughout.
Critically, we share insights back to borrowers about their financial performance, showing them the difference our capital is making to their growth. And through access to real-time data across banking, accounting, marketing, and fulfillment, we offer highly flexible financing that adapts to the business, rather than forcing the business to adapt to a rigid product. This is responsive, transparent lending built around the founder’s actual needs, not legacy processes.
Your recent report highlights a “confidence gap,” with nearly 60% of founders abandoning loan applications. What does it mean for a fintech to “service capital alongside confidence,” and what specific feature within Juice is designed to tackle this “anticipatory rejection”?
Servicing capital alongside confidence means recognizing that the funding gap isn’t just about money—it’s about information asymmetry and psychological barriers. Our whitepaper found that 55% of founders self-exclude from loan applications due to fear of rejection, and 82% demand jargon-free language. This “anticipatory rejection” is costing the UK economy billions.
At Juice, we tackle this through transparency at every stage. Our Growth Copilot doesn’t just provide capital—it provides real-time insights into financial performance, helping founders understand their own metrics before, during, and after accessing finance. We use plain language throughout the application process, demystifying lending terms that have traditionally been deliberately opaque. And critically, when we can’t say yes, we explain why and provide actionable guidance on what would need to change. This transforms rejection from a dead end into a roadmap. We’re building confidence through clarity and control, not complexity.
You plan to add an analytics dashboard and provide SKU-level profitability predictions. How does this level of predictive insight move Juice beyond being a lender and into the role of a true strategic advisor for SME growth?
The analytics dashboard and SKU-level profitability predictions represent a fundamental shift in our relationship with borrowers. Traditional lenders are transactional—they provide capital and collect repayments. We’re relational. By offering predictive insights on inventory performance, marketing efficiency, and profitability at the SKU level, we’re giving founders the tools to make better capital allocation decisions.
This is strategic partnership, not just lending. When a founder can see which products are driving actual profit versus just revenue, they can deploy our capital more effectively. When they can forecast cash flow constraints before they become critical, they can plan proactively rather than react desperately. Our research showed that 60% of founders are more likely to seek finance if they have better financial education—we’re embedding that education directly into the product. This positions Juice as a growth partner who helps founders build sustainable, data-informed businesses, not just a financier looking for repayment.
You noted that recent government policy changes (like R&D tax relief adjustments) have created headwinds for UK innovation. What is the single most important policy change you believe the government needs to implement now to help close the liquidity gap and champion home-grown growth?
The single most important policy change would be establishing targeted, government-backed financial literacy programs for SME founders. Our whitepaper proves this is critical: 60% of founders would be more likely to seek finance with better financial education, 82% demand jargon-free explanations, and 55% self-exclude from applications due to fear of rejection.
This confidence gap is costing the UK economy billions in lost growth, job creation, and innovation. Government-led programs should cover how to evaluate financing options, understand the true cost of capital, and prepare for lending conversations—delivered through trusted channels like chambers of commerce and business support organizations.
This policy addresses both sides of the funding gap: better-informed founders make better borrowers, reducing risk and unlocking more capital, while simultaneously dismantling the psychological barriers that currently suppress demand. It’s systemic change through empowerment, not just incremental improvement.
You moved from corporate banking, frustrated by “systemic inefficiencies,” to founding Juice. What was the specific moment or problem that gave you the drive to build something faster and more transparent?
There wasn’t one single moment—it was a pattern. In the 15 years I spent in banking, I watched the system prioritize process, optimized for the institution’s convenience rather than the customer’s reality. The inefficiency was staggering, the opacity frustrating, and the missed opportunities enormous.
What drove me to build Juice was seeing the gap between what technology could enable and what traditional finance was actually delivering. I realized that with better data and modern technology, we could make faster, more accurate decisions while genuinely supporting businesses rather than just processing transactions. The tools existed to see potential in real-time, not just assess historical checkboxes, yet the industry remained stuck in outdated practices.
I wanted to build something that treated founders as partners, not applicants. Something that provided clarity instead of complexity, and confidence alongside capital. That vision—of what lending could be if we rebuilt it from the ground up with technology and transparency at its core—is what gave me the drive to leave corporate banking and start Juice.
You cited trying to do everything yourself as your “best mistake.” What was the key lesson you learned about team-building and mentorship that you now apply to scaling Juice?
The key lesson was that trying to do everything yourself isn’t heroic—it’s a bottleneck. Early on, I thought I needed to be involved in every decision to maintain quality and vision.
Nowadays, I look for those who are champions in their domains and give them autonomy. I’ve learned that mentorship isn’t about having all the answers—it’s about asking the right questions and creating space for people to develop their own solutions. At Juice, we’ve built a culture underpinned by accountability, reliability and trust. Trust scales far better than control.
You argue that future challenges are “people-related,” focusing on childcare support and flexible working to improve inclusion in fintech. How can the industry move this from being a “side project” to a core strategic pillar for talent acquisition?
Companies that offer genuine flexibility and inclusive policies don’t just attract better talent—they build better products because they understand a wider range of customer needs. At Juice, we’re deliberately building a team that reflects the diversity of the founders we serve. We offer flexible working not as a perk but as a baseline. The fintech companies that win the next decade will be those that recognize talent and potential aren’t confined to traditional patterns. Just like we’re helping SMEs break free from outdated lending criteria, we need to break free from outdated hiring and retention criteria.
About Juice Ventures:
Juice is a fintech platform built for digital founders. Since 2019, they’ve backed ambitious SME brands with flexible, non-dilutive capital—replacing friction with freedom. Born from a new funding philosophy, Juice is a fresh alternative to equity capital prioritising digital-first brands. It provides flexible funding from £50K to £1M, tailored to high-growth companies’ ambitions. Juice makes the process straightforward and smart, using data-driven insights to help its clients understand and maximise their growth potential. Going beyond just finance—Juice’s experts amplify their client’s marketing efforts and drive efficiency, turning opportunity into growth. Recognised in Deloitte’s Technology Fast 50 (2024) and the Sifted 100 (2025) as one of the UK’s fastest-growing startups.
About Katherine Chan
Katherine serves as the Chief Executive Officer of Juice, a forward-thinking financial services company dedicated to providing growth capital for digital-first businesses. Katherine’s journey in the financial sector spans over 20 years, marked by roles in banking and risk management at institutions including Commerzbank AG, HSBC, and Deutsche Bank.
Moving from banking to the start up world, Katherine joined Juice in 2019 as the Chief Financial Officer and has played a pivotal role in the company’s growth. Her expertise in finance and risk management has been a key driver in Juice’s evolution, leading to her transition to the position of Chief Executive Officer.
