The single most common term-loan mistake is picking the term by working backwards from a monthly payment. The economically sound approach runs the other way: the repayment period should roughly match how long the thing you are financing produces value.
A buildout that will serve the business for a decade financed over 18 months creates a payment burden the buildout’s revenue cannot yet carry. Inventory for one season financed over four years means paying interest for three years on goods sold in one. Equipment sits in between, which is why equipment financing exists as its own discipline — terms set to the asset’s useful life, secured by the asset itself, and usually cheaper than a general term loan for the same purchase.
If the honest use of funds is recurring working capital — payroll gaps, receivables timing, seasonal buys — a term loan is the wrong instrument entirely. Those needs open and close repeatedly, which is what a line of credit or receivables facility is for. Converting a revolving need into term debt is how companies end up stacking a second loan six months later.