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Working Capital Loans for Small Businesses
Last updated: August 2026
One-size-fits-all solutions are not applicable to small businesses. Our analysts will review your information with you while suggesting multiple options for financing depending on your needs and qualifications. We can show you real options within a few hours and fund quickly thereafter.
A working capital loan is financing used to cover day-to-day operating costs rather than a long-term asset. Payroll, materials, inventory, rent, and gaps in receivables all qualify. Several different products can serve as working capital, and they differ sharply in speed, term length, and cost, so the right one depends on what you need the money for and how quickly you can repay it.
Funding Highlights
Built Different. By Design.
Our team leverages vast capital markets experience to streamline your search for the best available options for your current needs. Each of our clients receives:
A Free Initial Consultation
Review your qualifications with an expert and discuss how outside capital can help you execute your business plans.
Accurate Pre-Approvals
Before you spend time pursuing options with CCA, you'll know exactly what you're signing up for. We're not here to waste your time...or ours.
Fast Lender Review
Once we know where to aim, we take your file to the lenders most likely to fit it, and we push hard on your behalf to bring back the strongest terms available.
Streamlined Closing Process
With all the hard work already done, funds can be deployed in as little as a few hours, and we turn our attention to what's next.
No Limits On Your Use of Proceeds
Once the funds land in your account, you're free to utilize them however you see fit. We'll always be here to provide input upon request!
Bridge Gaps For Delayed Receivables
You're busy and have a full pipeline, but your customers are slow to pay. We'll step in to ensure you don't miss out on any opportunities and keep your vendors happy!
Stockpile Inventory or Materials
We will move quickly to empower you to secure bulk purchase discounts and/or stock up for your busiest times of year. Options tailored to your cash flow cycles.
Expand Your Operating Footprint
Whether you're looking to open a new location, add/upgrade equipment or build out your team, you'll have peace of mind knowing we're in your corner, now and for future growth.
Which working capital option fits your situation?
Working capital is a purpose, not a single product. Five different structures can serve it, and the one that fits depends on how fast you need the money, what you are using it for, and what repayment schedule your cash flow can absorb.
| Option | Best for | Typical amount | Speed to fund | Repayment | Cost structure |
|---|---|---|---|---|---|
| Revenue advance | A short, urgent gap you can repay quickly | Around 10% of annual revenue | As fast as one business day | Daily or weekly, 3–18 months | Fixed factor cost, higher |
| Line of credit | A safety net you draw on only when needed | Around 10–15% of annual revenue | Typically about two business days | Interest on the drawn balance only | Interest, plus any draw fees |
| Term loan | A larger need with a gentler repayment schedule | Around 12–15% of annual revenue | Fast, for well-qualified businesses | Fixed schedule, 15–24 months | Interest over the term, higher |
| Invoice factoring | Working capital you have already earned but not yet been paid | 85–90% of outstanding invoices | About one week | Settles as your customers pay | Discount on each invoice |
| Asset-based lending | Asset-rich and profitable, wants the best terms | Based on collateral value | One to three months | Amortizing, often interest-only options | Bank-like, lowest of this group |
How do we decide what to recommend?
We look at four things before recommending anything: what the money is actually for, how fast you need it, what your revenue and time in business qualify you for, and what repayment schedule your cash flow can absorb without strain.
The fourth one is where most working capital deals go wrong. A business can qualify for an amount it cannot comfortably repay on a daily schedule. We would rather point you toward a smaller or slower product that leaves your operations intact than place the largest deal available. That is the whole reason we built this around customizable capital instead of a single product: the right structure is the one that fits your cash flow, not the one that pays us most.
When a working capital loan is the wrong move
Financing is not always the answer, and an advisor who never says so is not much of an advisor. Three situations where we will tell you to wait.
You are already carrying multiple advances. Adding another position on top of existing daily-payback obligations compounds the strain instead of relieving it. We do not solve stacked debt with a larger advance, and anyone offering to is not doing you a favor. If this is your situation, the conversation we should have is about restructuring what you already carry.
The need is a long-term asset, not an operating cost. Buying machinery or property with short-term working capital creates a repayment schedule the asset cannot service on its own. Equipment financing and asset-based lending exist for exactly this, with terms measured in years instead of months.
The gap has no identified end. Working capital bridges a gap you can name and date: an invoice landing, a season turning, a contract paying out. If revenue has been declining for several quarters, financing postpones the problem and adds a cost to it. That is a conversation about the business, and we are happy to have it.
What are the requirements for a working capital loan?
Requirements for working capital financing are set by the lender, not by us, and they move around more than most business owners expect. Broadly, a lender wants to see three things: that the business has been operating long enough to have a track record, that revenue is steady enough to support the repayment schedule, and that the owner's credit is inside the range that lender works in. The Funding Highlights above show the general shape of what the lenders we work with tend to look for on this product.
What matters more than any single line is how the three fit together. A business that is a little short on time in business but has strong, consistent deposits is often a better file than one that clears every threshold on paper and has a volatile bank record. That is the part a checklist cannot capture and it is most of what we do when we look at a file.
Nothing here is a decision. Requirements vary widely between lenders and between products, and nothing is confirmed until a lender reviews your documents.
How much revenue and time in business do lenders want to see?
These are the two screens almost every working capital lender applies first, and they are applied together rather than one at a time.
Time in business is a proxy for having survived something. A business that has been trading through a full cycle has a record a lender can read; one that has not is being underwritten on a forecast. Revenue is the other half, and lenders care less about the annual headline than about the shape of the deposits underneath it. Consistent monthly deposits from a range of customers read very differently from the same annual total arriving in three lumps from one contract.
This is why the request is almost always for recent business bank statements rather than for a tax return. Statements show the rhythm of the money, and the rhythm is what the repayment schedule has to fit. Yearly deposits matter, but a lender is reading them for consistency more than for size.
If your business sits outside the general shape on one of these, that is worth a conversation rather than an assumption. Different lenders draw the line in different places, and a file that is a poor fit for one is often a straightforward fit for another.
What documents do you need to apply for working capital?
For most working capital files the starting set is short, and that is deliberate. Recent business bank statements, a simple application with the ownership details, and enough information to identify the business are usually enough to get to a first look. Heavier documentation, tax returns, financial statements, an accounts receivable ageing, tends to be requested only when the size of the request or the structure calls for it.
The single thing that speeds a file up most is sending complete statements rather than partial ones. A missing month is the most common reason a file that looked quick stops moving, because the lender cannot read the rhythm of the deposits across a gap.
If you are not sure what you have, send what you can and we will tell you what is missing before it costs you time. There is no charge for finding out where you stand, and knowing where you stand is useful even in a month when you decide not to borrow.
Which industries use working capital loans most?
Working capital is one of the least industry-specific products we place, because almost every business has the same underlying problem at some point: money going out before money comes in. That said, some sectors run into it far more often, and usually for structural reasons rather than for anything the owner did wrong.
Wholesale and distribution businesses buy inventory ahead of the season and get paid after it. Construction firms carry materials and labour on a job for weeks before a draw arrives. Restaurants and retail businesses face sharp seasonal swings against fixed rent and payroll. Medical practices wait on insurance reimbursement. Transportation operators pay for fuel and drivers now and invoice later. Professional services firms carry payroll through long client payment terms.
If your business sits in one of those, the pattern is not unusual and the products that address it are well established. If it does not, working capital still applies; the timing gap just tends to show up less predictably.
Common Questions
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