Industry

Capital solutions built for manufacturers and distributors.

Manufacturing runs on timing — raw material purchases, supplier deposits, production cycles, and receivables that don't convert for 30 to 90 days. We structure facilities around the way your cash actually moves.

Capital pressures

Where manufacturing companies feel it most.

Every production cycle creates a capital gap between what you spend and what you collect. These are the moments that drive the need for structured working capital.

Receivables lag

30—90 Day Payment Cycles

Major retailers, distributors, and wholesale buyers often pay on net-30 to net-90 terms. Your costs are immediate — labor, materials, freight — but revenue arrives weeks or months later.

Supplier obligations

Deposits & Raw Materials

Suppliers require deposits or prepayment before production begins. When orders scale, so do upfront material costs — often before you've invoiced a single unit.

Demand cycles

Seasonal Production Scaling

Seasonal demand means ramping production months before peak selling periods. Inventory builds, overtime payroll, and additional shifts all require capital today for revenue that arrives later.

Growth strain

New Orders Outpacing Cash

Winning a large PO from a national buyer is a growth milestone — until you realize you need to fund $2M in materials and labor before the first payment arrives.

How we evaluate

Underwriting that reflects how manufacturing actually works.

We don't apply a generic lending model to your business. We look at your receivables aging, customer concentration, supplier terms, inventory turnover, and margin profile to understand where capital gaps exist and how they should be addressed.

A manufacturer with $12M in revenue, 45-day receivables from three major retailers, and a 6-week production lead time has a quantifiable capital need. We map the facility to that reality — not to a credit score or a blanket formula. See how we structured a $4.8M facility for a regional manufacturer scaling through a national retail contract.

Receivables aging and customer payment behavior across your top accounts.
Inventory cycle — raw materials through finished goods — and average turnover.
Supplier payment terms, deposit requirements, and vendor concentration.
Seasonality patterns and how working capital needs shift quarter to quarter.

Common facility structures

How manufacturing capital is typically structured.

Most manufacturers benefit from a combination of facilities tailored to different parts of the cash conversion cycle. Here are the structures we place most frequently.

Collateral-based

Asset-Based Lending

Borrowing-base facilities backed by receivables and inventory. Availability grows as your asset base grows, making ABL a natural fit for scaling manufacturers.

Order fulfillment

PO Financing

Fund supplier deposits and raw material purchases against confirmed purchase orders. Bridges the gap between receiving an order and collecting payment.

Revolving access

Line of Credit

Flexible revolving capital for ongoing operational needs — payroll during production ramps, freight costs, or short-term vendor obligations.

Hard assets

Equipment Financing

Dedicated facilities for machinery, production lines, forklifts, and warehouse infrastructure. Structured around the useful life and value of the equipment.

Typical profile

The manufacturers we work with most.

$3M—$150M in Annual Revenue

Mid-market manufacturers and distributors with established operations, real customer relationships, and growing order books. Our $3.2M distribution case study illustrates this profile.

30—90 Day Receivables

Selling to retailers, wholesalers, or other businesses on standard commercial terms — creating a persistent working capital gap.

Multiple Vendor Relationships

Managing supplier deposits, material purchases, and freight across a network of domestic and international vendors.

For how these facilities are actually structured against raw materials, production cycles and receivables together, see working capital and inventory financing for manufacturers. Where the constraint is a confirmed order you cannot yet fund, purchase order financing covers the stage before an invoice exists. Worked examples: the $4.8M facility behind a 3x inventory expansion and a $3.2M inventory and receivables facility for a wholesale distributor.

Let's map the right facility to your production cycle.

Start with a consultation. We'll review your receivables, inventory, supplier terms, and growth plan to identify the capital structure that fits. We serve manufacturers across the country, including New York and surrounding regions.

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