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Stock inventory, manage seasonality, and grow locations with flexible capital.
Retailers can draw $5,000 to $10 million for inventory and working capital, sized to monthly revenue — typically 80% to 150% of it — with a decision within 24 business hours and a soft credit pull only. Retail is a timing business: buy inventory months ahead, sell it in a compressed season, repeat. The stores that win are the ones with capital to buy deep when terms are good — and enough cushion that one soft season doesn't dictate the next buy.
We fund brick-and-mortar shops, e-commerce sellers, and hybrid operations at $5,000–$10 million, qualified on 4+ months in business and $10,000+ in monthly revenue across your channels. Decisions land within 24 business hours — fast enough to answer a vendor's closeout offer while it's still on the table.
What a shop actually finances is the distance between paying a vendor and ringing the sale: the days stock sits, plus the days any account customer takes to pay, minus the days your own suppliers let you wait. Multiply your average daily operating outflow by that number of days and you have roughly the capital the business needs tied up in it at all times, since each new order is paid for before the last one has sold. Two consequences are easy to miss. The requirement grows with sales, so a strong year raises it rather than settling it, which is how a busy shop comes to feel short. And longer vendor terms, negotiated in writing rather than simply taken, close the same gap without a financing charge, so ask for them first, but price any early-payment discount you would be giving up before you do.
Retailers typically see 80%–150% of monthly revenue, within $5,000 to $10 million. A shop doing $35,000 a month usually lands in the $28,000–$52,500 band. If you're buying for a peak season, the useful question is whether the payment schedule reaches its heaviest point before or after that season converts to cash.
Yes — Shopify, Amazon, marketplace, and in-store deposits all read as revenue. What matters is consistent deposits into your business account across the last 4 months.
The product is the same working capital; the discipline is matching the term to your sell-through. Funding a 4-month season on a 3-year term costs more than it should — your advisor will size the term to the buy.
Not as a warning sign. Retail seasonality is expected, and the $10,000 monthly minimum is read as an average across four months of statements, so a slow first quarter does not stop you qualifying. What a deep dip 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. Last year's statements for the same four months are what let the average stand, and if timing is flexible, applying on the strength of your good months helps too.
That's the single most common retail use. The thing worth checking is whether the repayment schedule reaches its heaviest point before or after that inventory converts to sales.
Yes. Include every deposit account — in-store card volume, e-commerce settlements, and marketplace payouts are all revenue, and partial statements produce a smaller offer.
As revenue, with a different shape. Register sales settle within a day or two from a lot of customers; a house account pays when the contractor does, in a few larger amounts on their schedule. That makes the accounts the one part of a shop’s sales that carries days to collect, so measure them account by account rather than in total, because an average hides the contractor who has quietly drifted to sixty days. Two things help the file. If one contractor is a large share of your deposits, say so, since heavy customer concentration moves an offer down. And tightening a slow account returns that capital to the shop for good, which is cheaper than borrowing to cover it.
Yes, and the timing matters more than the amount. Underwriting reads your four most recent months of business bank statements, and the weeks around a move, with stock packed, a few days closed and customers finding the new door, rarely show a shop trading normally. So apply while the old store still is, and size the payment against the sales you have now rather than the ones the bigger floor is meant to bring. The fit-out is leasehold work and is priced as unsecured working capital; any big-ticket equipment with a vendor quote is worth pricing separately. We arrange equipment financing through a direct lending partner; what we fund in house is working capital, which can pay for equipment too.