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Invest in equipment, marketing, and office upgrades with predictable terms.
Dental practices carry a distinctive mix: high, predictable revenue on one side; six-figure equipment, insurance-reimbursement lag, and the occasional associate buy-in on the other. Bank practice loans exist but move slowly — our funding covers the gaps banks don't move fast enough for.
We fund general dentistry, orthodontics, oral surgery, and pediatric practices at $5,000–$10 million with decisions inside 24 business hours. Qualification is the standard bar — 4+ months operating, $10,000+ monthly revenue — which established practices clear comfortably.
A dental file usually reads well. Underwriting looks at the shape of deposits as much as the total, and a practice banks a long run of small patient payments beside periodic insurer batches, which reads as durable business rather than one lucky month. What that shape does not show is the gap between production and collection, which insurance lag and in-house payment plans both widen, so plan around what the account received, not what the schedule produced.
Practices typically see 80%–150% of monthly collections, within $5,000 to $10 million. A practice collecting $75,000 a month generally lands in the $60,000–$112,500 band. If the need is a specific piece of equipment, equipment financing is worth weighing too. We arrange equipment financing through a direct lending partner; what we fund in house is working capital, which can pay for equipment too.
For a full acquisition or real estate, a bank usually is the right tool. For equipment, marketing, or bridging reimbursements, the bank’s 60–90 day timeline is the problem — our decisions come inside 24 business hours.
No — reimbursement deposits read as revenue like any other. The lag between production and payment is precisely the cash-flow gap this funding is designed to cover.
Yes. We arrange equipment financing through a direct lending partner; what we fund in house is working capital, which can pay for equipment too. Send the vendor quote and we will talk through which fits before anything goes to a partner.
Probably not with working capital alone. We arrange equipment financing through a direct lending partner; what we fund in house is working capital, which can pay for equipment too. For a large system, weigh both, and use working capital for staffing, marketing and overhead gaps.
They stretch the gap between treatment and cash, which underwriting expects in dental practices. Deposits are what size the offer, so in-house plans do moderate the figure somewhat.
It usually lowers the figure, and it is easy to fix. Underwriting reads the statements you send, so revenue landing in an account outside the file is generally not counted, and transfers between your own accounts are netted out rather than added. Consolidating into one business operating account for the four months before you apply costs nothing. If the split is unavoidable, send both accounts and say which is which.
Yes. Sizing is on the practice's existing collections, so the associate does not need to be producing yet, even though salary, assistant time and chair cost start on day one. What strengthens the case is a route to filling the schedule: recall coverage, referrals from the existing doctors, or marketing the same funding pays for. What weakens it is a fixed payment added to a hire made on optimism.