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By Travis Yule — CEO & Founder, Full Send Funding
Published 2024-01-15 · Updated 2026-09-24
Frequency is a cash-timing decision, not a pricing one — the total is identical. The deciding question is how many days of a typical month money actually arrives.
In one sentence: Daily and weekly payments on the same advance collect the same total, so the choice is fit, not cost, read off four months of statements: weekly suits a business paid a few times a month in larger amounts, debited the day after its most reliable deposit, and daily suits one whose deposits land on most banking days.
Two offers can carry the same amount, the same factor rate and the same payback and still be different products in your bank account. One debits $257.94 every banking day. The other takes $1,250.00 every Thursday. Over a twelve-month term they collect the same $65,000, and over any given week they remove within forty dollars of each other. One of them will be invisible to the business. The other causes a returned item in month three.
The difference is not the money. It is how many times the debit is attempted, where those attempts land relative to your deposits, and whether you get to choose. This is how that works — in the agreement, in the bank account, and in the underwriting file that proposed a cadence before you were asked.
On an advance the payback amount is fixed at signing. The factor rate multiplies the amount funded once and the result does not move: $50,000 at a 1.30 factor is $65,000 back, and that 1.30 is a 30% cost of capital — a total on the amount funded, not an annual rate, and not a figure that can be set beside an interest rate without converting it. Splitting $65,000 into 252 pieces instead of 52 does not change $65,000.
Cadence does not move the price at the front end either. Our cost of capital runs from 4.5% to 45%, and what moves it is the strength of the file and the length of the term — not whether the debit runs daily or weekly. If a funder quotes two different rates for the two cadences, ask what is actually being changed. It is almost always the term, and the term is the lever worth arguing about.
So frequency is a cash-timing decision, and it is read off a bank statement rather than chosen by preference. The statement question is narrow: on how many days of a typical month does money actually arrive?
Take a business depositing $60,000 a month that takes $50,000 at a 1.30 factor over a twelve-month term. The payback is $65,000. Sizing is 83% of monthly revenue, inside the 80%–150% range we size from, and twelve months sits in the middle of the four-months-to-three-years band.
A daily structure divides by banking days. We compute on 21 banking days a month, as the sibling articles here do, so twelve months is 252 debits: $65,000 ÷ 252 = $257.94 a banking day.
A weekly structure divides by weeks. Twelve months is 52 debits: $65,000 ÷ 52 = $1,250.00 a week.
Now multiply the daily figure by five, as if a week were five daily debits: 5 × $257.94 = $1,289.70. That is $39.70 more than the weekly figure, every week, on the same payback and the same term. The two numbers disagree because the divisors disagree. A year holds 52 weeks and therefore 260 weekdays, but only about 252 of those are banking days — the difference is the bank holidays, and the 21-banking-day month is the convention that absorbs them.
The practical consequence is one question to ask at the term sheet: how many debits, not how many months. Payback ÷ remittance is the number that ends the deal, and it is the only term figure that cannot be presented loosely. $65,000 ÷ $1,250.00 is 52 debits. $65,000 ÷ $257.94 is 252. If the month count on the page and the debit count in the arithmetic disagree, the month count is the decorative one.
A weekly remittance runs 52 times a year. Twelve months of four debits is 48. The other four have to go somewhere, and they go into whichever months happen to contain five occurrences of your debit weekday — four months in every year carry a fifth debit.
At $1,250.00 a week that is $5,000.00 in eight months of the year and $6,250.00 in four of them. A business that has budgeted the four-debit figure is $1,250.00 short, four times a year, for a reason that has nothing to do with its revenue. This is the single most common surprise on a weekly structure, and it is entirely predictable: look at a calendar, find the months with five of your debit weekday, and put them in the forecast.
Daily has a milder version of the same problem. A calendar month holds between 20 and 23 weekdays, and a bank holiday or two takes some of those out, so the banking-day count runs about 20 to 22: at $257.94 that is roughly $5,160 in a short month and roughly $5,675 in a long one. Nobody plans around a $500 swing the way they plan around a $1,250 one, which is part of why daily feels smoother even when it is not cheaper.
Here is where the usual explanation — daily takes smaller bites, so it is gentler — stops surviving contact with the arithmetic.
Over five banking days a daily structure removes 5 × $257.94 = $1,289.70. A weekly structure removes $1,250.00. Over a month, daily removes about $5,416.74 and weekly about $5,416.67. Over a stretch of 17 banking days on which no money arrives at all, daily removes 17 × $257.94 = $4,384.98. Weekly removes whatever whole debits land inside it — three is $3,750.00 and four is $5,000.00 — and 17 banking days is 3.4 weeks, so the even rate is $4,250.00. Within about $135 it is the same money, and that $135 is this article's own $39.70 weekly gap multiplied by 3.4. The gap is real and it is small; what it is not is a reason to choose one cadence over the other.
Two things do differ, and they are the whole decision.
Attempt count. A twelve-month daily structure presents 252 times. A weekly one presents 52. Suppose the account dips below the debit amount on exactly one banking day a month and you cannot predict which. A daily structure presents on all 21 of that month's banking days, so it meets that day every month by definition. A weekly structure presents on 4.33 of them, so it meets that day in about one month in five — 4.33 ÷ 21 is 20.6%. Nothing about the business changed between those two sentences. Only the number of attempts did.
Placement. You cannot position twenty-one debits. You can position one. A weekly structure lets every debit in the term land on the day after money reliably arrives; a daily structure guarantees that most of them land on days when nothing does. For a business depositing on four days a month, a daily structure puts 17 of its 21 monthly debits on depositless days. A weekly structure, with the debit day chosen correctly, puts none of them there.
That is the real argument for weekly, and it is narrower than the one usually made. Weekly is not gentler because it takes less. It is gentler because all of it can be placed. Which means weekly is only better when there is somewhere reliable to place it — and if there is not, weekly concentrates into one large attempt the risk that daily spreads across many small ones.
The consequences of a failed attempt also differ. A daily debit that fails is $257.94 short and, on a performing account, is usually re-presented without drama. A weekly debit that fails is $1,250.00 short, brings your bank's returned-item fee (and at many funders one of their own), and is visible on the statement for as long as the statement matters. Daily fails small and often; weekly fails rarely and loudly.
The cadence on your term sheet was not a default. It came out of the statements, in this order.
This is the part worth knowing before you apply, because it is where the recommendation comes from.
Which weekday your account is weakest on. Four months of statements make it obvious: line up every banking day by weekday and the pattern is usually stark — Mondays low because the weekend's card volume has not settled, Fridays low because payroll cleared Thursday night. Owners almost never know this about their own business. It is the first thing a funder computes on a weekly file and the cheapest thing to act on.
Your business model, from the originator names rather than the application. Daily card settlements from a processor look nothing like customer ACH payments on net-30 terms, which look nothing like deposited cheques in irregular amounts. The deposit rhythm is read before the application's description of the business is, and where the two disagree the statements win.
Whether prior debits were returned and re-presented. A returned item and its re-presentation both appear. So does the pattern of an account that is swept to zero the moment money lands, which is read as a balance that cannot carry a debit rather than as discipline.
How much cushion the remittance is actually paid out of. Average daily balance divided by the remittance gives the number of banking days the account could carry the debit with nothing coming in. It is judged against the whole file rather than a fixed floor, and it decides files. Note that it is cadence-neutral in the same way the share is: a $6,000 average balance carries $257.94 for 23 banking days and $1,250.00 for 4.8 weeks. Those are not the same runway: 23 banking days is 4.6 weeks, so the weekly structure buys about one extra banking day of cover on the same balance — the divisor point again, in the one place it shows up as breathing room.
None of this is adversarial and none of it is hidden. It is simply that four months of statements laid side by side answer questions the owner has never had reason to ask. If you know your inflows are lumpy, say so at application — it moves the structure that gets proposed, and setting a cadence correctly at the outset is far easier than changing it later.
It matches steady inflows. Retail, restaurants, clinics, e-commerce — anything with card settlements arriving most days. The account is topped up daily and drawn down daily, and the two rhythms are the same rhythm. For these businesses the placement problem does not exist, because every day is a deposit day.
It fails small. $257.94 short is a different event from $1,250.00 short. On a performing account a single light day is usually absorbed or re-presented, and it does not generate the fee, the flag and the phone call that a returned weekly debit does.
It needs no decision. There is no debit day to get right, which matters because getting the debit day wrong on a weekly structure is worse than having no debit day at all.
It is the industry's default because most funded businesses have daily-ish revenue. That is the honest reason, and it is a good one — but it is a statement about the population, not about your business, and it is not our default: daily payments are available on request, but they are not our preferred payment method.
Every debit can be placed. This is the whole case, and it is conditional on having a reliable deposit day to place it after. A contractor paid on progress draws, a staffing agency paid on net-30 invoices, a carrier paid by a broker on terms — these businesses receive money on four or five days a month. A daily debit spends 17 days of every month drawing against the balance rather than against revenue, and a balance drawn against 17 times without replenishment finds the bottom. Move the same total to one weekly debit on the day after the draw lands and the debit is paid out of money that arrived yesterday.
Fewer attempts. Fifty-two chances for a timing collision instead of 252.
One number to hold. A single weekly figure is something an owner can position cash for and something that drops straight into a thirteen-week cash forecast as one line. For an owner already managing a tight account that is not a trivial benefit.
It can be scheduled around payroll. A daily structure cannot avoid payroll week; a weekly one can be placed two days clear of it. See below — this is the most valuable free thing on the term sheet and nobody asks for it.
On a weekly structure the debit day is nearly free to change before signing and enormously consequential afterwards. Three things decide it.
Your deposit lag, not your invoice date. Card settlements typically land a day or two after the sale, so a retailer's Monday is funded by Thursday and Friday trade, not by the weekend. A contractor's draw arrives when the general contractor's accounts payable runs, which is a different date from the one on the schedule of values. Take the day money has actually landed in four months of statements and put the debit the day after it.
Payroll. A payroll ACH normally settles the banking day before payday, so a business paying on Friday has its largest debit of the week clearing Thursday night. A Friday debit day on that business lands on the weakest balance of its week, every week, for the whole term. Tuesday or Wednesday is usually the answer. This single change costs nothing, is available on request before signing, and prevents more returned items than any other term on the page.
What happens when the day is a holiday. A weekly debit whose day is a bank holiday moves — but ask which way, because the two conventions are not equivalent for your balance. Presenting on the next banking day pushes two debits closer together than usual that fortnight; presenting on the preceding one takes the money before the week that was meant to fund it. Get the answer before signing rather than discovering it in November.
One more test, and it is the one people skip: pick the day, then check the day after it. The right debit day assumes your deposit lands when it usually lands. Ask what the balance looks like if that deposit is a day late, because a structure that only works when the customer is punctual is a structure that works most of the time.
Look at four months of statements and answer one thing: on how many days of a typical month does money actually arrive? The three bands below are our own rules of thumb rather than published policy, and unlike the reasons an application is declined they decide a structure rather than an answer — they are where we would start the conversation, not a schedule anybody is held to.
Then apply the worst-week test. Take the proposed remittance, multiply it across your worst normal week from the last year — $1,250.00 once, or $257.94 five times — and confirm it clears with room after payroll, rent and the supplier who always cashes early. Not your average week. The average week is not the week that breaks the structure.
The retailer who asks for weekly to simplify the bookkeeping. A business depositing on 19 days of 21 gains nothing from placement, because every day is already a deposit day, and it trades 252 small attempts for 52 large ones on an account that was comfortably absorbing the small ones. One line in the bank feed instead of twenty-one is a real benefit, but it is a bookkeeping benefit, and it is being bought with a four-figure single point of failure.
The lumpy business with no reliable deposit day. Weekly only helps if the debit can be placed. A business whose money arrives "sometime that week" cannot place it, and a $1,250.00 debit landing on a guessed day is worse than $257.94 landing on a bad one. In that case the answer is usually not a cadence at all — it is a smaller amount over a longer term, which lowers both numbers.
Using cadence to fix an amount problem. If the remittance does not clear the worst week, moving it from daily to weekly does not fix it, because the money removed is the same money. The levers that change how much leaves the account are the amount and the term. Cadence only changes when.
Taking a second position on the other cadence to "spread it out". Two structures on different rhythms interleave, and the combined worst day is worse than either alone. The arithmetic of a second position almost never works regardless of its cadence; this is the mechanism that does the most damage in this industry.
Shortening the term after the fact to get it over with. Once an offer is priced, a shorter term does not reduce the payback — it only raises each remittance. The same $65,000 is $257.94 a banking day over twelve months and considerably more over four. At the term sheet it is a different question, because a shorter term is priced at a lower factor and the payback would not be $65,000 — how much a business can borrow sets out that side of it. That the term does not change the total is the single most useful thing to know at the term sheet.
Frequency is one lever on a structure with four, and the other three usually have more room in them.
The debit day. Covered above. Nearly free, rarely asked for, and it prevents the specific failure that costs the most.
The term. The largest lever, and the one where it matters most which moment you are in. While the offer is still being priced, a longer term carries a higher factor and costs more in total dollars. Once the number is set, extending does not increase what you owe; it only lowers each remittance. So if the worst-week test is close, ask for the longer term — and ask what it does to the factor in the same sentence.
Reconciliation. The contractual right to have the remittance reduced when actual revenue falls short of the estimate it was sized against. Ask three things: whether it is mandatory on request or available at the funder's discretion, what evidence you must produce and how long the funder has to respond, and whether a correctly reconciled slow period counts as a default. It should not. The clause is worth reading before the rate, and the difference between "shall adjust" and "may adjust" is the difference between a right and a favour.
Whether cadence can change later. Business rhythms change — a new anchor customer moves you from card settlements to net-30 invoicing, and the structure that fitted in March does not fit in September. Ask at the term sheet whether the schedule can be adjusted, what triggers it and who authorises it. Many funders will accommodate a reasonable request. Far fewer will if the first time you ask is after a returned debit.
Two smaller ones worth a minute each: whether a returned item is re-presented and after how many days, and the name and direct number of the person who can actually move a debit date. The second is not a contractual term and it is the one you will want at eight in the morning. On our deals the person is named. Questions about a payment go to Travis Yule on our main number, 518-312-0382. To change the account or day your payments are debited, send us a signed change form; it takes effect within 2 business days.
Do not wait to see whether the next one clears. A returned debit brings your bank's returned-item fee, at many funders a fee of the funder's own, and moves the account into a different category, while the same conversation held two days earlier is routine — reconciliation, a temporary reduction, a cadence change and a moved debit day are all normally available while the account is performing.
On a Full Send Funding advance the first call is ours. If a debit is returned, we call you first and agree a catch-up — there is no returned-payment fee.
The playbook for that call — what to bring, what is available and what makes it worse — is worth reading before you need it rather than during.
Five things matter to your cadence that are not ours to answer.
Your own agreement. Whether your cadence can be changed, what triggers a reconciliation and what a returned item does are in the document you signed, not in an article about the industry. Read the remittance clause and the events-of-default clause together; each can undo the other.
Your bank's posting order and cutoff. A debit is generally presented against the balance at the start of the banking day, not against the money the business takes in during it — which is why a same-day deposit intended to cover a debit often arrives after the debit has already been returned. Posting order and same-day credit cutoffs are set by your bank and vary between them. Ask yours directly, and ask in writing.
Your processor's settlement timing. How many days elapse between a card sale and the deposit is your processor's answer, and it moves the correct debit day by exactly that many days.
Whether your current funder will move the cadence. Only they can say. Ask before you need it.
Whether an advance is the right product at all. If a normal month now spends more than it earns, no cadence repairs it. That is a different question, and it is worth answering honestly before the structure question.
We fund merchant cash advances and revenue-based financing from $5,000 to $10 million, with terms from four months to three years, repaid weekly, bi-weekly or, for qualified clients, monthly (daily available on request), from four months in business and $10,000 a month in revenue. Checking options uses a soft credit pull only. On deals up to $2 million, there is no UCC-1 lien filed against the business and no confession of judgment in our agreements. A decision comes within 24 business hours and, on deals up to $2 million, funding within 24 hours of approval — one to three business days end to end. Same-day funding is possible on a clean file submitted before 2pm ET.
Underwriting will recommend a cadence from what the statements show, and it is a discussion rather than a dictation. If you already know your inflows are lumpy, or that your account is weakest on Fridays, say so in the application — both change the structure we propose.
Apply once and see which fits, or read how the offer is sized in the first place.
The cadence-fit table is the firm's own reading of which remittance rhythm fits which deposit rhythm, not a statement of preference. Daily payments are available on request, but they are not our preferred payment method. The figures in the text — $257.94 a banking day against $1,250.00 a week, 252 debits against 52 over twelve months — are arithmetic on 21 banking days a month, not measurements.
Neither is universally better — it depends on how your money arrives. Look at four months of statements and count the days on which deposits actually land. If money arrives most days, daily usually fits, because the account is topped up on the same rhythm it is drawn down. If money arrives a handful of times a month in large amounts, weekly usually fits, timed shortly after your reliable deposit day.
No. On an advance the payback amount is fixed at signing by the factor rate, so splitting it into 21 pieces a month rather than 4 does not change the total. Frequency is a cash-timing decision, not a pricing decision, and it should be made against your bank statement rather than your instincts.
Because a contractor paid on progress draws or net-30 invoices does not receive money most days. A daily debit against an account that is funded four times a month is drawing against the balance rather than against revenue, so it works steadily down to the bottom between deposits. Weekly, landing after a reliable deposit, matches the rhythm of the business instead of fighting it.
Your bank typically charges a returned-item fee, many funders add one of their own and the account is flagged, so the sensible response is to call immediately rather than waiting to see whether the next attempt clears. The same conversation held two days earlier is routine: reconciliation, a temporary reduction, a cadence change or a moved debit day are all normally available while the account is performing. On a Full Send Funding advance: If a debit is returned, we call you first and agree a catch-up — there is no returned-payment fee.
Often, but ask before you need to. Business rhythms change — a new anchor customer can move you from daily card revenue to net-30 invoicing — and many funders will accommodate a reasonable request to move from daily to weekly or to shift the debit day. Far fewer will if the first time you raise it is after a returned debit, so ask at the term sheet what is possible and what triggers it. On a Full Send Funding advance: To change the account or day your payments are debited, send us a signed change form; it takes effect within 2 business days.
Three things, all of which usually have more room in them. The debit day, which on a weekly structure is nearly free and should land after your most reliable deposit. The term, because on an advance a longer term does not increase the payback — it only lowers each remittance. And reconciliation: whether it is available on request or only at the funder’s discretion, and what you must produce.
Usually weekly, on a longer term, at a smaller amount, with an explicit reconciliation right — because the debit does not change when the season does. The test that matters is not the average month but the worst one: multiply the proposed remittance across your worst normal week from the last year and check it clears with room.
Count deposit days across four months of statements, then run the worst-week test on the proposed remittance. If you already know your inflows are lumpy, say so in the application — it changes the structure that gets proposed, and it is much easier to set the cadence correctly at the outset than to change it later.
No. A daily remittance runs on banking days only, which is why twelve months of daily debits is about 252 attempts rather than 365 — a year holds 260 weekdays and the bank holidays take the rest out. A weekly debit whose day falls on a holiday moves, but ask your funder which way before you sign. Presenting on the next banking day puts two debits closer together than usual that fortnight; presenting on the preceding one takes the money before the week that was meant to fund it. The two conventions are not equivalent for your balance.
Four, except in the four months a year that carry five. A weekly remittance runs 52 times a year and twelve months of four debits is 48, so the other four fall into whichever months contain five occurrences of your debit weekday. At $1,250.00 a week that is $5,000.00 in eight months of the year and $6,250.00 in the other four. It is entirely predictable: find the five-occurrence months on a calendar before the term starts and put them in the forecast rather than meeting them.
The day after money reliably arrives, and clear of payroll. A payroll ACH normally settles the banking day before payday, so a business paying on Friday has its largest debit of the week clearing Thursday night, and a Friday debit day then lands on the weakest balance of every week for the whole term. Card settlements typically land a day or two after the sale, so take the day money has actually appeared across four months of statements and put the debit the day after it. Then check the day after that one too, in case the deposit runs late.
Yes, for qualified clients. Payment schedules are set per deal, and which options are available depends on qualifications: weekly, bi-weekly, monthly for qualified clients or, if desired, a percentage of sales. Daily payments are available on request, but they are not our preferred payment method. A monthly payment is one large debit rather than four or five smaller ones, so it has to clear the account's worst normal month, not its average — the same test as any cadence. If a monthly schedule is what the business needs, say so at application; it shapes the structure we propose.
No. The amount is sized from revenue — 80% to 150% of a month — and the remittance is then tested against average daily deposits, a test that barely moves with cadence. A $257.94 daily debit against average daily deposits of $2,857.14 is 9.03%; the same deal weekly is $1,250.00 spread over five banking days, or $250.00 a day, which is 8.75% on the same deposits. The third of a percentage point between them is the 252-versus-260 divisor, not a difference in what you can be approved for. What moves the approved amount is the revenue, the balance, the existing positions and the term. Cadence changes when the money leaves, not how much of it there is.
Travis Yule worked in business funding before starting Full Send Funding in 2021, and has more than five years in business funding in all. He leads the company from Middle Grove, New York, and writes about working capital from the underwriting side of the table — what the numbers actually have to say before a business gets funded.