Capital, sized to what it can carry.
We assess what is actually needed, what it can support, and what it will cost. Then we arrange it. We have no product to push, which changes the conversation entirely.
We look at the business before we look at products.
Most funding conversations start at the wrong end. Someone is asked how much they want and how fast they need it, and a product is fitted to the answer. That is how a business ends up servicing daily payments on a facility it will still be carrying two years after the reason for it has passed.
We start with the operating picture. What the margins are, how the cash cycle actually works, what is already on the balance sheet, and what the capital is meant to achieve. Only then does the instrument matter.
Sometimes the answer is that there is no capital problem. There is a pricing problem, or a collections problem, or a customer concentration problem that debt would postpone rather than solve. We would rather say that and keep the relationship.
What we arrange, explained plainly.
These are the ordinary tools of commercial finance. There is nothing proprietary about them, and any firm claiming otherwise is describing marketing rather than finance.
- Working capital facilities
- A revolving line for the gap between paying suppliers and getting paid. Priced on an interest rate. Best suited to businesses with a genuine cash cycle rather than a persistent shortfall, because a line that never returns to zero is a term loan nobody underwrote as one.
- Term facilities
- A fixed amount over a fixed period for something with a defined return. Expansion, a build-out, an acquisition of assets. The discipline of a term facility is that the repayment period should not outlive the thing it bought.
- Equipment finance
- The equipment secures the facility, which usually means better pricing than unsecured borrowing and less pressure on the balance sheet. Terms are typically matched to the useful life of the asset. This is an area we understand from operating it ourselves.
- Receivables and invoice finance
- Borrowing against invoices already issued. Useful where customers pay on thirty to ninety day terms and a business is growing into its own working capital gap. Cost depends heavily on customer quality, so the underwriting looks at who owes you, not only at you.
- Merchant cash advances
- A purchase of future receivables, not a loan, priced with a factor rate rather than an interest rate. Converted to an annualised cost it is frequently the most expensive money available. There are narrow cases where it is the right call, almost all of them short and self-liquidating. We will tell you when you are looking at one of those and, more often, when you are not. We wrote this out in full.
- Owner-occupied commercial property
- An operator buying the building they already lease is running a property transaction and a business transaction at once. The underwriting looks at both, and the capital stack has to satisfy both. Frequently the strongest available terms a business will ever see.
- Business acquisitions, with or without property
- Acquisition financing where the target carries real estate, equipment, or both. The structure question is which part of the purchase each layer of capital is actually secured on, and it is worth answering before an offer goes in.
- Commercial real estate, refinance and SBA
- Acquisition, refinance and repositioning for sponsors and investors, and capital stack planning where debt, equity and timing have to agree. Longer processes with materially better pricing for those who qualify: sixty to ninety days is normal and sometimes optimistic, so it is worth starting well before you need the money. Where a transaction is better placed with a specialist, we say so and make the introduction.
A facility that outlives the reason for it is not funding. It is a liability with a good origin story.
What it can carry.
Not how much you can get. Coverage is the ratio a lender actually underwrites to, and it is the number that decides whether a facility helps or hurts.
- Cash available for debt service
- $240,000
- Service on the new facility
- $104,364 / yr
- Total annual service
- $164,364 / yr
- Largest facility that still clears
- $505,923
Coverage of 1.46x on the inputs shown.
Coverage is cash available for debt service divided by total annual debt service. The 1.25x floor is a common commercial underwriting minimum, not a rule, and it varies by lender, sector and collateral. New service is modelled on a five year amortising facility at 11 percent. Illustrative only. Every real file is underwritten on its own numbers.
What to have ready.
- For an initial view
- Twelve months of business bank statements, your two most recent business tax returns, and a current profit and loss statement. That is enough for us to tell you something useful.
- For larger or asset-backed requests
- A debt schedule listing every existing obligation, and an accounts receivable ageing report. On property, the rent roll and operating statements. If there is existing debt you would rather not mention, mention it. It will surface, and it is far better handled early.
- What we do not ask for upfront
- A fee. We do not charge to review a file or to submit an application. If a firm asks you for money before anything has been arranged, that is worth a hard question.
Honest timelines.
- Working capital and receivables
- Commonly one to three weeks from complete file to funding.
- Equipment finance
- One to four weeks, depending on the asset and the vendor.
- Term facilities
- Two to six weeks.
- SBA and commercial property
- Sixty to ninety days is normal. Plan around it rather than against it.
These are typical ranges, not commitments. Every timeline depends on the completeness of the file, the funding source, and conditions at the time. All financing is subject to approval.
Tell us what youare trying to do.
Thirty minutes, no documents, no application. If capital is not the right answer we will say so, and that costs you nothing.