Previous projects
A representative cross-section of recent work — across industries, instruments, and states. Names and identifying details are generalized; capital deployed, terms, and outcomes are real ranges from real engagements.
Owner had three retail offers between 14% and 18% APR. We packaged the file into a state-partnered line of credit at significantly better terms and helped restructure the back-office accounting before the new locations opened. Two additional sites since.
Three banks declined the deal as packaged — one because the inventory accounting wasn't conformed, two because the owner couldn't articulate the equipment ROI. We rebuilt the file, got it through SBA 7(a), and rolled in working capital so the owner could finally hire a controller.
Most lenders quoted a flat term loan. We layered in a state efficiency-rebate program the owner didn't know existed and cut the effective cost meaningfully. The rebate alone covered the first six months of payments.
A 60-day inventory gap had the founder ready to sign an expensive MCA. We swapped in a short-term working capital line and rebuilt the cash plan around the new lead times. The MCA was never needed, and the brand grew through the gap.
The lease renewal would have raised occupancy cost 38%. We helped underwrite an SBA 504 acquisition of the building next door with the prior owner financing the gap. Net occupancy cost is now lower than the original lease, with equity building.
Owner was financing receivables on a credit card. We placed a state-partnered line of credit sized to the contractor's receivables aging — drawn during slow months, repaid when large jobs invoice. Card balances are now zero.
Two strong studios were carrying two weak ones. We funded a closure-and-consolidation plan — break leases, redeploy staff, retain top members — and restructured the remaining debt into a clean term. Same-store revenue is up since.
The big-box client was paying on Net 60 and the carrier was bleeding to grow. We placed a receivables-backed working capital facility tied to the verified contracts, which let the carrier hire ahead of payment cycles without an MCA.
Owner-operator transition financed via SBA 7(a) with seller financing on the gap and a working-capital reserve baked in. Practice manager is now owner. Clinic kept all staff and clients through transition.
Owner had stacked three MCAs to survive 2022. We refinanced the balances into a single state-partnered line of credit at a fraction of the effective cost — and Kylie spent six weeks rebuilding the books and pricing model.
A note on numbers
Every figure on this page comes from a real engagement. To protect client confidentiality we generalize names, locations within state, and exact business identifiers. Capital amounts are accurate within rounding; rate comparisons reflect the actual offers on the table at the time of placement; and operating outcomes are reviewed at the 12-month mark.
We don't publish portfolio averages because portfolios lie. The only number that matters is whether your next twelve months are better with this capital than without it.
"They told us where the bodies were buried in our own books."
Before we even talked about a loan, Kylie spent two days in our QuickBooks and pointed out a pricing miss that was costing us $40K a quarter. The financing came later — and the business was already healthier.
Specialty retailer · Illinois
"This is what advisory should feel like."
Three banks treated us like a number. Andy treated us like the business we actually are. We funded inside two weeks at better terms than I thought were available to a shop our size.
Specialty manufacturer · Ohio