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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 4+ 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.
What contractors are regularly surprised by is not how their statements look but what they are read for. Monthly revenue sets the band an offer can fall in, but the average daily balance between draws most often decides where in that band it lands, because a remittance is paid out of the balance rather than out of the revenue, and a contractor's balance is at its thinnest in the week before a pay application clears. Retainage, meanwhile, never appears in the deposits at all. It is money already earned and approved that somebody else is still holding, so a firm carrying a large retainage balance looks smaller in its statements than it does in its books.
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 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. The $10,000 monthly minimum is read as an average across four months of statements, not week-to-week smoothness, so lumpy deposits do not stop you qualifying. What a long gap can change is size: when the weakest month in the four-month window falls far below the window's average, the remittance is sized to that month rather than to the average. Where your slow months repeat with the seasons, last year's statements for the same four months are what let the average stand, and signed contracts and a real backlog show where the next checks are coming from. Weekly or, for qualified clients, monthly remittance usually fits construction better than daily.
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.
We arrange equipment financing through a direct lending partner; what we fund in house is working capital, which can pay for equipment too. A specific machine with a quote and a long working life is where equipment financing tends to fit; payroll, materials and breathing room are working capital. Many contractors run both — ask your advisor to talk through 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.
Not directly. Sizing reads the deposits in four months of business bank statements, and retainage is money earned and approved that has not been deposited yet, so it is invisible on the revenue side of the file even though your accountant books it as a receivable. That is less a problem than a reason to apply: covering the gap retainage creates is one of the common uses of the money. Bring a schedule of what is held on each job and when you expect it released, and say so on the application rather than leaving an underwriter to infer it from thin months.