Structuring growth capital without over-diluting your business
Most owners are offered one shape of money. Here is how we build a facility around real cash-flow instead of a template.
When a business is ready to scale, the first offer on the table is rarely the right one. Lenders and investors work from templates, and a template rarely matches the rhythm of your receipts, your seasonality, or the length of your working-capital cycle.
We start the other way around: with twelve to twenty-four months of actual cash movement. From there we can see how much of the raise should be debt, how much should be equity, and how much can be avoided altogether by tightening the collection cycle.
A blended structure — a modest term loan, a revolving line for stock, and a small equity tranche reserved for the expansion itself — often costs a business far less ownership than a single large round. It also keeps the founder in control of timing.
The practical test is simple. If a facility only works when every forecast lands, it is the wrong facility. Good structuring survives a bad quarter.
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