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Cover inventory, payroll, and expansion needs with funding aligned to sales.
Restaurants are the classic case for revenue-based funding: strong daily sales, thin margins, and almost nothing a traditional bank counts as collateral. When the walk-in dies on a Friday or the patio build-out will pay for itself by August, the money has to move at restaurant speed.
We fund full-service and quick-service restaurants, cafes, bars, food trucks, and caterers: $5,000–$10 million qualified on 4+ months in business and $10,000+ in monthly revenue. On every deal we fund, there is no lockbox account and no control of your card processor: payments are debited from your own business bank account.
A restaurant is rarely short of money because of its cash conversion cycle. It is paid at the till, holds about a week of stock, sees its card batches settle within a couple of days and pays its distributors on terms, so the cycle often runs near or below zero: the suppliers are carrying the stock. When a restaurant does run short, the cause is usually margin, a slow stretch, a rent step-up or failed kitchen equipment, and each wants a different answer. A slow stretch is timing, which working capital exists for; if it is seasonal, send last year’s statements for the same four calendar months with this year’s. We arrange equipment financing through a direct lending partner; what we fund in house is working capital, which can pay for equipment too. Margin is the one problem borrowing makes worse. What an advance fits best is a step with revenue on the far side of it, such as a crew hired ahead of new covers.
Restaurants typically see 80%–150% of monthly revenue, within $5,000 to $10 million. A room doing $60,000 a month usually lands in the $48,000–$90,000 band. Because the payment is a fixed debit, the number worth testing is whether it clears comfortably in a slow week rather than a packed one. If your sales slow, you can ask us to adjust your payments to your actual revenue; we answer a request within 5 business days.
Because we underwrite your sales, not your balance sheet. Consistent daily deposits are exactly what our funding is built on — the industry’s bank-unfriendliness is why revenue-based products exist.
Not by itself. On a percentage-of-sales deal, the payment is a fixed debit set from that percentage of your sales, and it does not change by itself. If your sales slow, you can ask us to adjust your payments to your actual revenue; we answer a request within 5 business days. Weekly, bi-weekly or, for qualified clients, monthly schedules are available (daily available on request); your advisor will price the options your file qualifies for.
It depends on the route. We arrange equipment financing through a direct lending partner; what we fund in house is working capital, which can pay for equipment too. A partner states its own timeline, in writing. Working capital runs on our clock: a decision within 24 business hours and, on deals up to $2 million, funding within 24 hours of approval. For a revenue-blocking breakdown, say so on the application.
Yes. Include those statements — third-party settlements are revenue, and leaving them out understates your volume and shrinks the offer you're eligible for.
Say so before you sign. If your sales slow, you can ask us to adjust your payments to your actual revenue; we answer a request within 5 business days. Where a term lands across your season is something worth shaping deliberately rather than discovering later.
Before the week, not after it. A closure named in advance is a scheduled event on an account that is still performing, and adjusting the remittance around it is what reconciliation is for. Found instead from a returned debit, the same week is a missed payment, and the conversation starts from a problem. A repair is usually known days ahead: call with the dates and the reason.
Not to pay it. A rent increase is permanent for the life of the lease, which makes it a margin question rather than a timing gap, and a remittance taken to meet a permanent cost only adds a second fixed cost on top of the first. The honest test is to rework an ordinary month at the new rent. If the room still makes money, it needs no financing for the step. If it does not, the fix is price, menu, hours or covers, and borrowing would make it worse. Where funding can help is the last of those: a step that adds revenue to meet the new cost, sized on what the room deposits today.