Know what your business can raise before you go asking for it.
We’re a capital advisory firm. We read your numbers, tell you what they’ll support and what it should cost, and only then talk about who to borrow from. It costs you nothing and you’re never obliged to borrow at the end of it.
No credit pull · No cost to you · No obligation to borrow
Three engagements. Most clients only need the first.
None of them cost you anything, and none of them end with an obligation to take money.
- Capital review What your business can raise today, what it would cost, and whether borrowing is even the right move.
- Debt structure review What you’re carrying, what it actually costs, and whether it can be restructured into something survivable.
- Placement Packaging the file, choosing the partners, and running the process through to funding.
Here’s the conflict, before you go looking for it.
We’re paid by the lending partner at closing, and you pay us nothing. Any owner with sense reads that and wonders whose side we’re on.
It’s a real conflict and we’d rather put it on the front page than bury it in a disclosure. It would bite if we earned materially more by steering you toward the expensive end. Three things in how we work push the other way:
- Every list on this site runs cheapest first. Our SBA page opens by telling you to take SBA if you qualify and nothing’s expiring, which is the slowest and least lucrative thing we arrange.
- We arrange no merchant cash advances. That removes the single largest way an intermediary earns more by serving a client worse.
- Ask what we’re paid on any offer and we’ll tell you. It’s a reasonable question and the answer has never cost us a deal.
The whole statement, including what we’re paid and by whom, is on the disclosures page.
Name the problem first. The instrument follows from it.
Almost every borrowing decision is one of these six situations. Getting the situation right does more for what you’ll pay than shopping the rate does.
- The timing is wrong, not the business Revenue’s there. Payroll lands before the receivable does, and it’ll happen again next quarter. A revolving line is built for exactly this. A lump sum isn’t.
- You’re owed money and waiting on it You invoice other businesses on thirty or sixty day terms, and every new job widens the gap before it closes it. The factor underwrites your customers, not you.
- You’re buying a specific thing A truck, a lift, a chair, a machine. The asset secures the money, which is why it costs less than borrowing the same amount unsecured.
- There’s a project with a knowable return A second location, a build-out, a hire that unlocks work you’re already turning away. One payment, one schedule, easy to model.
- The business is young but you aren’t Thin trading history, and a house with ten years of equity behind it. Underwriting your equity instead of the business opens the cheapest line on this page.
- Nothing expires and you can wait Thirty to ninety days is a long time. It’s also the difference between the cheapest capital most businesses can reach and everything above it.
Already carrying an advance? That’s the most common call we get.
Daily debits take the same amount on a slow Tuesday as a busy Friday. We publish the math on what that actually costs, because almost nobody else will.
- A factor rate isn’t an interest rate. A $100,000 advance at a 1.35 factor means $135,000 repaid, and that total never moves.
- Paying early saves you nothing. The total was fixed at signing, so speed only shortens the term.
- The annualized cost is far higher than the factor suggests. Spread over eight months of daily remittances it typically lands well north of 70%.
Lenders read every trade differently.
A restaurant runs short for a different reason than a carrier does. A file that reads thin to a generalist reads fine to an underwriter who knows the trade, and knowing which is which is most of the job.
- Restaurants & food service Thin margins, daily receipts, and equipment that fails at the worst possible moment.
- Trucking & logistics Fuel and drivers are paid now. Brokers pay in thirty to sixty days.
- Construction & contracting Materials up front, progress billing, retainage held to the end.
- Retail Inventory is bought months before the season that sells it.
- Medical & dental practices Insurance reimbursement is slow, and the equipment is expensive.
- Auto repair & service Parts and diagnostics are bought before the ticket is paid.
- Salons & spas Chair rent and retail stock against appointment-driven revenue.
- Cleaning & facilities services Payroll goes out weekly. Commercial contracts pay monthly, at best.
- Manufacturing Materials and labour go in long before the finished order ships.
- Wholesale & distribution Buy in volume, sell on terms, and carry the difference.
- Professional services Strong margins, clean books, and clients who pay slowly.
- Ecommerce & online retail Inventory and advertising go out before the processor settles.
Questions owners actually ask.
What does it cost to work with you?
You’re paid by the lender. So whose advisor are you?
Will talking to you affect my credit score?
Are you a lender?
What do you need to get started?
Start with the review. Decide about borrowing later.
Send three to six months of statements and we’ll tell you what your numbers support, including when the answer is to wait.