WPK1 Consulting
First week: a fleet account sends three units in for brakes, tires and a transmission job. Good work, the kind you want more of. You order parts on Monday, your techs turn the wrenches by Wednesday, the invoice goes out Friday with net 30 terms printed on it, same as always.
Second week: the parts bill from week one lands. Payroll lands, it always lands. A retail customer pays cash on collection and the till breathes for a day, then the alignment rack throws a fault and the landlord's increase letter arrives in the same mail.
Third week: the fleet account's accounts payable department is perfectly friendly and perfectly clear that the cheque run is next cycle. Your invoice is approved, it is coming, it is simply not here, while everything you owe is here already.
Fourth week: you do the arithmetic every owner of a working shop knows by heart. The business is profitable on paper and short in the bank, at the same time, for reasons that have nothing to do with how well you run it. That gap, between work done and money landed, is what working capital exists to bridge.
Working capital funding is money borrowed against the rhythm of the business rather than against a thing. It is not for buying a truck; equipment financing does that job, with the truck as its own collateral. It is for the turning over costs that never stop: parts stocked before the busy season, payroll covered in a thin month, insurance and rent met while receivables ripen, a fleet contract taken on before its first payment arrives. It comes in more than one shape, a lump sum working capital loan, a business line of credit you draw on and repay as money lands, and for businesses whose revenue runs heavily through card sales, merchant cash advances, which are repaid as a share of those sales. The shapes differ and so does their cost, which is exactly why the honest move is to have lenders price your actual file instead of trusting any page's example numbers, including ours. There are no example numbers on this page.
A working capital file is read on the business's pulse. How long you have been operating, because a rhythm needs history to be believed. What comes in each month, and how steadily, because repayment rides on that flow. The owner's credit, read as the history of promises kept. And what the money is for, stated plainly: bridging fleet terms is a story a lender can follow, because the receivables at the end of it are real. WPK1 Consulting introduces established businesses to the Loanable marketplace, one application matched across more than 150 lenders and more than 30 products. The lenders decide what, if anything, your file is offered. WPK1 introduces and steps back.
Borrow against invoices and seasons you can point at, not against hope. The gap this page describes is a timing problem with named receivables on the other side of it, and that is the healthiest reason to use working capital there is. If the gap is really a pricing problem, or a costs problem wearing a calendar's clothes, money borrowed to fill it will be back next month wearing interest. A lender reading your file will ask itself that question. Ask it first, and your application gets stronger either way.
Start the application here:
The full explanation of how the marketplace works lives on the campaign home page: https://wpk1.jelanidaniel.com