The right instrument, placed correctly, on terms that were actually shopped.
Capital decisions in the lower middle market get made under time pressure, and time pressure is what leads to the wrong instrument at the wrong price. A business waiting 60 days to get paid while payroll runs weekly, an acquisition that needs debt behind it, or a bank that has just declined the file, all force a decision on a timetable that is not yours.
We advise on and place the capital, from SBA acquisition debt to receivables facilities to a recapitalization. We are not tied to any one lender, and we say plainly when the real problem is pricing or collections rather than capital.
Advise first, then place.
SBA 7(a) acquisition and expansion debt
Structure and place the 7(a) debt behind an acquisition or an expansion, and manage the lender process.
Accounts receivable facilities
Match the facility to the receivables and the timing, so the gap between invoice and payment stops setting the pace.
Recapitalizations and equity raises
Reset the capital structure, or bring in equity, without giving away more of the business than the raise requires.
SBA and conventional lenders, not tied to any one
Run the file to the lenders who will actually price it well, including after a decline, rather than to one relationship.
The Working Capital Gap Most Business Owners Miss
The difference between AR factoring and an MCA is not just price. It is fit. Using the wrong instrument can cost you more than the problem you were solving.
The Money You've Already Earned
Two things drain cash out of electrical contractors in ways the P&L is slow to show: change-order work done before it's approved, and public work that pays reliably but late.
The Off-Season Is Where Landscaping Balance Sheets Break
Three-quarters of the year's revenue arrives in 7 months. Every fixed payment arrives in twelve. The equipment note signed in July gets paid in a February with no deposits behind it, and that is where profitable companies run out of cash.
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