Serious opportunities, properly structured.
Oakspire Group helps businesses, operators, property owners and capital partners assess financial capacity, structure opportunities, and connect prepared transactions with third party lenders, investors and partners.
Growth is rarely a funding problem.
It is usually a structure problem, a timing problem, or a relationship problem.
Capital is one instrument for solving those. Knowing which one is actually needed is the work.
Capital, credit, relationships and property are connected, and the answer is often in a different column from the question.
Who we work with.
Oakspire Group is built around relationships rather than transaction volume. The standings below tend to need each other, which is most of the value of being in the same room.
- Business owners and entrepreneurs Established or still building, at the point where the next move needs capital or structure behind it.
- Operators Running it day to day. Equipment, crews, receivables, and the decisions that look small until they compound.
- Investors and capital partners Private capital weighing acquisitions, participations and businesses worth backing. We say plainly which side of the table we are on.
- Property owners and sponsors Acquisition, refinance and repositioning, including owner-occupiers buying the building they already lease.
- Acquisition entrepreneurs Buying a business, often with property attached. Two underwriting processes at once, and a capital stack that has to satisfy both.
Capital
Working capital, equipment finance, expansion and acquisition capital, commercial property, and a plain review of what the business can actually carry. We look at the balance sheet before we look at products.
CapitalBusiness Credit
Building a credit file that belongs to the business rather than the owner. Entity and reporting readiness, accounts that report, and the slow work of separating personal risk from business risk.
Business creditStrategic Partnerships
Commercial relationships that move a business forward without capital. Distribution, supply, referral, joint venture and equity arrangements, including our own transportation operation.
PartnershipsHow Oakspire Group sits between the parties.
Every relationship in this work runs through one point rather than between the parties directly. Select a party to see what it brings, and what Oakspire Group assesses, structures and connects around it.
Business owners
Established and owner-operated, at the point where the next move needs capital or structure behind it. They arrive with a decision to make and a file that has to stand up.
- BringsFinancials, collateral, and the decision they are actually trying to make
- We assessWhat the business can carry, before anyone looks at products
- We structureThe request, the supporting file, and the credit position underneath it
- We connectThird party funding sources whose appetite matches the file
Oakspire Group sits between these parties rather than on one side of them, and says plainly which chair it is in on any given transaction. Facilities are arranged with third party funding sources.
Standards.
Written as behaviours rather than claims, because a behaviour can be checked.
- Structure before products
- We work out what an opportunity can carry before anyone discusses what could be sold against it. The instrument is the last decision, not the first.
- Clarity before movement
- Nothing is submitted anywhere until the position is written down and you have agreed to it. That includes what we are paid.
- Prepared opportunities travel farther
- A file that answers the questions before they are asked reaches better sources on better terms. Preparation is most of the work and almost none of the conversation.
- Long-term judgment
- Every engagement is weighed against whether the relationship still makes sense in twenty years, not against this quarter's fee.
- Operating experience
- Oakspire Group operates a transportation business. That is the reason equipment finance, receivables timing, route economics and working capital pressure are things the firm manages rather than reads about. More on the operating side.
The question is not how much you can get. It is how much the business can carry.
What it actually costs.
A factor rate is not an interest rate. Set the terms you have been quoted and read the annualised cost, next to what ordinary commercial credit costs for the same money.
- Total repaid
- $67,500
- Cost of the money
- $17,500
- Each payment
- $536 / business day
- Number of payments
- 126 payments
On $50,000 at a 1.35 factor over 6 months, the annualised cost is 126%.
The annualised figure is a nominal APR: the internal rate of return on the actual payment schedule, annualised on the basis lenders quote. It is deliberately not an effective compounded rate, which would overstate the comparison. It reads higher than the quoted percentage because an advance is repaid from day one, so you never hold the full amount for the full term. Comparison rates are illustrative, not offers. General information, not advice, and not a quotation.
If a number here does not match what you have been quoted, that is worth a conversation.
Discuss an opportunitySix steps, and we tell you where you are in them.
Written down because anyone deciding whether to send us their financials deserves to know what happens next.
A conversation
Thirty minutes. What you do, what you are trying to do next, and what is in the way. No documents, no application, no pitch.
30 minutes. No cost.A look at the numbers
Typically twelve months of bank statements, two years of tax returns, and a current profit and loss. We tell you what we see, including what a funding source will object to.
Two to five business days.A written view
What we think you need, what it can support, and realistic options with indicative costs. If our view is that you should not borrow, you get that in writing.
Within one week of receiving documents.You decide
Before anything is submitted anywhere, you see our compensation in writing as both a dollar figure and a percentage. Nothing moves without your explicit approval.
Your timeline, not ours.We arrange it
We approach the sources that fit, manage the questions, and keep you current. Where a source declines you get the reason, not silence. The reason is usually useful.
One to six weeks. Longer for SBA and property.After close
We review the position at ninety days and again at a year. Capital that made sense in March can be the wrong shape by October, and that is worth catching early.
Ongoing. No additional fee.
How we are paid.
Where financing is arranged. We are typically paid a commission by the funding source when a transaction closes. You see that figure in writing, as both a dollar amount and a percentage of the facility, before anything is submitted anywhere.
On advisory work. Where there is no financing attached, we are paid a flat fee agreed in advance. It does not change based on the outcome.
What we do not do. We are not paid twice on the same transaction. We do not take an upfront fee to submit an application. We do not receive undisclosed compensation from any funding source.
This describes our compensation practice. It is not a quotation. Terms for any engagement are set out in writing before work begins.
Plain explanations, written for owners.
Commercial finance is not complicated. It is deliberately unclear, which is a different thing.
The things people actually ask.
Who do you work with?
Business owners, entrepreneurs, operators, investors, real estate investors, commercial property owners, acquisition entrepreneurs and strategic partners. Typically businesses between $250,000 and $15 million in annual revenue, alongside investors and sponsors working on acquisitions and property.
Can you guarantee I will be approved?
No, and nobody honestly can. Approval depends on the funding source, the business, and conditions at the time. Anyone promising an approval before reviewing your financials is selling something.
What does it take to start?
A conversation. Thirty minutes, no documents and no application. We will tell you on that first call if we are not the right firm for what you are doing.
Start with aconversation.
Thirty minutes, no documents and no application. Tell us what you do and what you are trying to do next. If we are not the right firm for it, we will tell you on that call and point you somewhere better.