List fixed costs, variable costs as a % of sales, debt payments and a reserve line; review monthly against actual bank deposits.
Check my optionsFinancial management
A useful budget is a short, realistic plan for revenue, costs and cash that you compare against actual results every month. It is less about predicting perfectly and more about noticing early when reality drifts.
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.
Approved files are usually funded the next business day.
A human reads the file, not just an algorithm score.
Advances, lines of credit and second-position options in one place.
Your file goes to funders that fit it, so offers can be compared.
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.
Start from history, not hope. Pull the last twelve months of revenue and expenses from your accounting software or bank statements. Group expenses into a manageable number of categories: cost of goods, payroll, rent and occupancy, marketing, software and subscriptions, insurance, professional fees, debt payments and owner pay. Too many categories and the budget becomes a chore; too few and it hides problems.
Project revenue month by month, using last year pattern as a base and adjusting for known changes: a price increase, a new contract, a lost client, a new location. Seasonal businesses should never budget evenly across the year. Then project costs, separating fixed costs that stay the same from variable costs that move with sales, so the budget adjusts sensibly if revenue comes in higher or lower.
Add a cash layer. A budget can show a profit while cash runs short because of timing: customer payment terms, inventory purchases, annual insurance premiums or tax payments. Convert the monthly budget into an expected cash balance by month and mark any month that dips below your reserve target. Those months are where planning, or pre-arranged funding, matters.
Each month, compare budget with actual for each category and note the reason for any meaningful variance. Over time this habit makes your forecasts more accurate, and it is exactly the evidence funders like to see. MFE considers credit from 500, and owners who know their monthly numbers can request amounts that fit.
Here is how a planned funding payment would appear as a budget line. Illustrative numbers.
| Funding for the project | $100,000 |
| Total payback (factor 1.20) | $120,000 |
| Term | ~48 weeks |
| Payment per week | $2,500 |
| Monthly payment the project must cover | $10,825 |
| Your estimate of added monthly profit | $25,000 |
| Verdict | Pays back within the term |
Illustrative. Replace the estimate with your own numbers before applying.
| 12-month history | Base for projections |
| Revenue by month | Seasonal pattern plus known changes |
| Fixed vs. variable costs | Budget flexes with sales |
| Monthly cash balance | Spots timing gaps |
| Budget vs. actual | Monthly variance review |
Good fit:
Probably not yet:
Use the last twelve months of actual revenue and expenses as your base.
Enough to see problems, usually ten to fifteen for a small business.
So the budget adjusts sensibly when sales change.
Because profit and cash timing differ; the cash view shows real shortfalls.
Monthly, comparing budget with actual.
Yes, as a fixed monthly cost.
Your accounting software or a simple spreadsheet works; consistency matters more than the tool.
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