Bridging a 90-day receivable gap without burning equity
Priya's contracted revenue was strong. The receivables were just slow. She didn't need to raise capital — she needed to bridge it.
Priya's eight-person services firm had two enterprise clients on net-90 terms, accounting for roughly 60 percent of revenue. Both were on time, both were creditworthy, and both were quietly creating a working capital gap that ate into payroll runway every quarter.
Three investor introductions had come her way the previous quarter. Each one would have cost her real ownership in exchange for capital she was about to collect anyway.
The personal profile was clean, the business profile had depth, and the bank knew her by name. The structure was all she was missing.
Capital that's already coming in shouldn't be financed by giving up equity. The platform structured a receivables-aware line that drew against the actual contracted invoice schedule, instead of an open-ended working capital product priced at the higher rate.
- 01Built a packet around the two enterprise contracts, the master service agreements, and the historical payment cadence
- 02Pulled D&B and Equifax Business reports on both client companies to support the receivable as collateral
- 03Negotiated a draw-as-needed structure tied to billed invoices rather than a fixed-amount loan
- 04Held the existing personal profile clean during diligence — no new inquiries for 60 days
- 05Declined two equity intros in writing while the structure was being finalized
“I had been about to give up real ownership to solve a calendar problem.”