Profit is on paper; cash is in the bank. Slow receivables, inventory and loan principal consume cash even when the business is profitable.
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Profit is an accounting result over a period; cash is what is in the bank today. A business can book a profitable month and still miss payroll if customers have not paid, inventory absorbed the cash or loan principal went out the door.
Amount to request
$85,000.00
Funding range$25K to $5M
*Sample amounts shown. Your actual offer depends on your business and is reviewed before approval.
Your file goes to funders that fit it, so offers can be compared.
You can apply at 500; stronger credit opens more products.
Approved files are usually funded the next business day.
Existing balances of $100,000 or less can be bought out.
Fast decisions. Applying takes about 5 minutes.
A short application. A soft credit pull to start.
We review revenue, time in business and bank activity, not just a credit score.
You see the amount, the schedule and the full repayment amount before you sign.
Funding in as little as 24 hours for qualified businesses.
The gap usually comes from timing. Revenue is recorded when you invoice, but cash arrives when the customer pays, sometimes 30 to 90 days later. Expenses work the other way: you may pay suppliers upfront for inventory that will not sell until next month. A growing business feels this most, because each new order requires cash before it produces cash.
Some cash outflows do not appear as expenses at all. Paying down loan principal, buying equipment and paying owner distributions reduce cash without reducing profit on the income statement. Meanwhile, non-cash expenses such as depreciation reduce profit without touching cash. That is why a business can show a loss and plenty of cash, or a profit and an empty account.
Funders care about cash because payments are collected from the bank account on a schedule. Revenue-based funders read deposits and daily balances directly; banks review both profit and cash flow. A profitable business with frequent negative days can receive a smaller offer than its income statement suggests.
To close the gap, track cash weekly alongside monthly profit, shorten how long customers take to pay, avoid tying up cash in slow inventory and fund growth with financing whose payments match when revenue arrives. When a gap is temporary, short-term capital can cover it; MFE considers credit from 500 and can decide the same day.
Here is a short-term offer bridging a profitable business through a cash gap. Illustrative numbers.
| Funding for the project | $125,000 |
| Total payback (factor 1.28) | $160,000 |
| Term | ~40 weeks |
| Payment per week | $4,000 |
| Monthly payment the project must cover | $17,320 |
| Your estimate of added monthly profit | $15,000 |
| Verdict | Does not pay back in time — reduce the amount or rethink |
Illustrative. Replace the estimate with your own numbers before applying.
| Credit sales | Profit now, cash later |
| Inventory purchases | Cash out now, expense later |
| Loan principal | Cash out, not an expense |
| Depreciation | Expense, no cash out |
| Owner distributions | Cash out, not an expense |
Good fit:
Probably not yet:
Through timing: customers pay late, inventory ties up cash, or principal and distributions drain the account.
Revenue-based funders focus on cash in the bank; banks review both.
The time between paying for inputs and collecting from customers. Shorter is better.
No. It reduces profit on paper without any cash leaving the account.
Yes, if the gap is temporary and revenue to repay it is visible.
Weekly, alongside monthly profit reports.
Sometimes, if deposits are steady and the loss comes from non-cash items like depreciation; banks will look closer at the cause.
Example uses for illustration only.
Before you apply:
One secure application. A soft credit pull to start. No obligation to accept an offer.
Apply for Funding