You need to enable JavaScript to run this app.
Bridge payroll, materials, and project costs with capital built for contractors.
Construction cash flow runs backwards: you front payroll, materials, and equipment for weeks or months before a draw or final payment lands. One slow-paying GC can stall an otherwise healthy contractor. Funding against your revenue closes that gap so you can take the next job instead of waiting on the last one.
We fund GCs, subs, remodelers, roofers, electricians, plumbers, and specialty trades: $5,000–$10 million, decisions within 24 business hours, qualified on 3+ months in business and $10,000+ in monthly revenue. Progress-billing lumpiness in your statements is normal for the trade — it won't sink your file.
Contractors typically see 80%–150% of monthly revenue, within $5,000 to $10 million, though lumpy draw schedules mean underwriting often averages across the full 3–4 months rather than reading any single one. A firm averaging $70,000 a month generally lands in the $56,000–$105,000 band.
No. Progress billing is how construction works and underwriters who see contractor files daily know it. We look at your average revenue across 3–4 months, not week-to-week smoothness.
Indirectly, yes — demonstrated access to working capital is often what lets a contractor take on mobilization costs and payroll for a job a size class up. Several of our repeat clients grew exactly that way.
If it’s a specific machine with a quote, equipment financing prices better. If it’s payroll, materials, and breathing room, working capital. Many contractors run both — ask your advisor to structure the split.
Retainage is the classic construction squeeze, and covering that gap is a common use. We fund on your revenue rather than assigning the receivable, so the structure is simpler than a factoring arrangement.
No — it's expected. Underwriting typically averages across 3–4 months rather than reading one. Weekly or monthly remittance usually fits construction better than daily.