One borrower’s bankruptcy does not automatically divide or cancel the other borrower’s obligation. Review the joint agreement and the security together.
Corporate Recovery Partners
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The remaining borrower is asked to pay more than half
Two friends borrowed to buy equipment for a small venture. One becomes bankrupt after the venture closes. The other expects to pay only half the remaining loan, but the lender asks for the full outstanding balance. The friends’ private understanding about equal shares may not match the liability created by the loan documents.
Locate the signed loan, variations and any guarantee or security. Identify each borrower and the wording describing their liability. Separate a joint borrowing from one person merely contributing informally to repayments.
AFSA explains that a non-bankrupt joint borrower can remain responsible for the debt. Get advice on the actual agreement rather than assuming the lender must divide its claim equally.
Request a statement showing repayments, charges and any sale proceeds from secured property. Check that money paid by either borrower has been credited appropriately.
Keep the asset position visible. Bankruptcy treatment and the lender’s rights over security involve related but distinct questions; a loan balance alone does not explain what may happen to the equipment or property.
Prepare a budget based on the obligation the adviser identifies. Do not sign a replacement loan or new security merely to make the paperwork simpler without understanding the changed exposure.
Ask about any claim between borrowers and how it interacts with the bankrupt estate. A private right to recover a contribution does not mean money will be available or that the lender’s demand disappears.
Provide relevant debt and payment information through the appropriate process. Keep evidence of amounts paid after bankruptcy and any lender correspondence.
If both borrowers have entered bankruptcy, ensure each adviser or trustee receives the correct joint-debt information. Avoid counting a recovery twice or treating one administration’s response as resolving the other person’s position.