Protect cash, cut costs that do not drive revenue, keep key customers, and use funding only to bridge, not to cover permanent losses.
Check my optionsFinancial management
Once a recession is underway, survival depends on protecting cash week by week, keeping your best customers, adjusting costs quickly and using financing only where it bridges to a clear recovery rather than covering open-ended losses.
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.
Existing balances of $100,000 or less can be bought out.
A human reads the file, not just an algorithm score.
You can apply at 500; stronger credit opens more products.
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.
Move to a weekly cash rhythm. Update a 13-week cash forecast every Monday with conservative revenue assumptions. Identify the lowest point and the actions that keep the account positive: delayed purchases, reduced hours, negotiated payment plans. Decisions made early are cheaper than decisions made at the brink.
Protect revenue from existing customers. In downturns, retaining customers costs far less than finding new ones. Stay in contact, offer flexible options such as smaller packages or payment plans where margins allow, and watch for customers who are struggling to pay you so receivables do not balloon.
Cut costs in the right order. Start with expenses that do not affect customers or revenue: unused subscriptions, discretionary travel, non-essential upgrades. Then negotiate with landlords and suppliers. Labor reductions come last, because rehiring and retraining are expensive when demand returns.
Communicate with funders and lenders early. If an existing payment no longer fits, contact the provider before it fails. Many revenue-based agreements include reconciliation to actual receivables, and banks may offer temporary modifications. A buyout of up to $100K or a structured second position can sometimes replace heavy payments with a more manageable schedule.
Borrow only for bridges. New financing makes sense when it covers a defined gap with a visible end, such as a large receivable due in six weeks, not when it funds losses with no end in sight. MFE considers credit from 500 and can help size a bridge that fits a reduced revenue level.
Here is a bridge sized to fit reduced recession revenue. Illustrative numbers.
| Funding for the project | $40,000 |
| Total payback (factor 1.45) | $58,000 |
| Term | ~52 weeks |
| Payment per week | $1,115 |
| Monthly payment the project must cover | $4,830 |
| Your estimate of added monthly profit | $30,000 |
| Verdict | Pays back within the term |
Illustrative. Replace the estimate with your own numbers before applying.
| Weekly cash forecast | See the low point early |
| Customer retention | Cheaper than acquisition |
| Cost cuts in order | Non-customer-facing first |
| Early funder contact | Reconciliation or restructuring |
| Bridge-only borrowing | Defined gap, visible end |
Good fit:
Probably not yet:
Protect cash weekly, retain customers, cut costs in order and borrow only for defined bridges.
Those that do not affect customers or revenue.
Contact the funder before it fails; ask about reconciliation or restructuring.
Only to bridge a defined gap with a visible end.
Often, since rehiring and retraining are costly when demand returns.
Weekly.
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