Match the funding structure to the use of funds
A short trading cycle calls for a different structure from a long-lived asset. Consider when money leaves the business, when it returns and what happens if the expected sale or payment arrives late. The amount requested should relate to the actual use, the operating cycle and a realistic source of repayment.
Tell us whether you are funding equipment, inventory, a purchase order, an acquisition, a property or ongoing working capital. Existing facilities and obligations also matter. An initial review helps identify which pathway warrants a fuller application and which information should be gathered next.
Working capital, receivables and inventory
A profitable sale can still create pressure if suppliers and staff must be paid before the customer settles an invoice. Factoring and accounts-receivable funding address that timing gap in a different way from a conventional revolving credit facility. The customer, invoice quality, payment history and any disputes are important to the assessment.
Purchase-order and inventory-related enquiries need a clear view of suppliers, confirmed orders, margins, fulfilment and the route to payment. Floor-plan funding addresses particular stock-holding arrangements. Each structure has its own documentation, controls and commercial terms; choosing by headline amount alone can miss the operational conditions that matter.
Equipment leasing and asset-backed options
Equipment can help create revenue before an outright cash purchase is practical. Leasing allows the discussion to consider useful life, monthly affordability, maintenance and end-of-term arrangements. For sellers, presenting a suitable financing pathway can help customers evaluate the purchase in the context of the cash it may generate.
Change the conversation from “Can I afford this?” to “Can I afford this monthly payment?” Then examine the full agreement: total cost, payment schedule, ownership, obligations and end-of-term choices. Sale-leaseback and other asset-backed enquiries require their own review of the asset, title, value and business purpose.
Discuss your situation →Venture capital, equity and acquisitions
Some growth opportunities need investment capital rather than a fixed repayment obligation. Equity preparation involves explaining the business model, management capability, market opportunity, use of proceeds and the ownership or governance implications of bringing in an investor.
Acquisition finance also needs an understanding of the business being purchased, the transaction structure, integration costs and the cash available after completion. The capital requirement can extend beyond the purchase price to working capital, systems and the people needed to operate the combined business. Funding and transaction work should therefore be planned together.
Request portfolio information about Current Operating Companies, Completed Acquisitions or Growth Outcomes.
Insurance, grants and the next step
Insurance-supported structures may be considered where appropriate, subject to the product, insured risk and policy terms. For factoring, a non-recourse option may be available for defined covered non-payment risks. Disputes, supplier performance, interference with collection and other exclusions need to be understood in the actual agreement; insurance is not a blanket promise that every invoice or loan is protected.
Use the Funding Request for an initial introduction. If the team asks you to proceed, the Full Funding Application and secure upload provide the next steps. The detailed funding guide explains the individual products. Amounts, availability, pricing, underwriting and eligibility are confirmed for the particular opportunity.
Service areas in detail
Explore the approach below, then open the individual service page for more information and its fast-track reference. Your requirement can involve more than one service.
Venture Capital & Growth Investment
Capital for a business that needs room to grow
A strong opportunity can outgrow its available cash before it qualifies for conventional lending. Venture and growth investment discussions focus on the business model, addressable customer problem, team, commercial progress and the milestones additional capital would make possible.
37D welcomes a non-confidential introduction from founders and owners seeking an investment conversation. We review the opportunity and potential fit before discussing whether direct investment, a partnership or an introduction may be appropriate.
Understand what equity changes
Equity capital involves sharing ownership. A transaction may also involve governance rights, information obligations, future financing provisions and an agreed path for investors to realize value. The right discussion goes beyond the headline valuation to consider how the parties will work together.
Debt, equity and a strategic partnership solve different problems. The business should be able to explain why its proposed structure fits its cash flow, growth plans and owner objectives.
Prepare a useful investment introduction
Start with the product, customer, business stage, evidence of demand, amount sought and use of funds. Explain the milestones, time horizon and capabilities you need in addition to money. Detailed financials and proprietary information can follow an NDA.
Any investment or introduction depends on review and agreement. Investment availability is not guaranteed; this page does not offer securities to the public or claim a broker-dealer affiliation.
Explore Venture Capital & Growth Investment · P10129 →Equity Capital Readiness & Transaction Planning
Start with the purpose of the raise
Expansion, acquisitions, new product development and an owner’s partial exit can require different capital structures. 37D helps frame the commercial questions: how much capital is needed, where it will be used, what success looks like and what participation the owner is prepared to offer.
An investor presentation should connect customer demand, operating capacity and credible financial assumptions. We can discuss preparation of the business narrative, use-of-funds plan, supporting schedules and an organized information room.
Look beyond the percentage sold
Ownership dilution, control, voting rights, future investment rights and owner liquidity can matter as much as price. Options, warrants, preferences and debt alongside equity introduce further questions for the transaction team.
We coordinate commercial preparation with the owner’s legal, accounting and other qualified advisers. Securities offerings and any regulated placement activity require the appropriate legal route and authorized parties; no historic intermediary affiliation is represented as current.
A clearer first conversation
Tell us whether you are funding growth, buying a business or considering a partial sale. Provide a non-confidential overview, indicative capital requirement, ownership structure and timetable. We can then agree the preparation or transaction support required.
Explore Equity Capital Readiness & Transaction Planning · P10130 →Accounts Receivable Administration
Receivables administration without an advance
An invoice is only useful when it becomes cash. This service focuses on the administration of receivables: keeping records organized, reviewing payment status, supporting authorized customer credit checks and following up outstanding balances.
Unlike factoring, administration alone does not pay an advance against an invoice. Businesses that need immediate working capital should also explore invoice factoring; businesses that need better visibility and follow-through may want an administrative assignment.
Aging, reconciliation and follow-up
An agreed workflow can track invoice dates, due dates, amounts paid, payment dates, disputed items and outstanding balances. Aging reports can separate current balances from 30-, 60-, 90-day and older items so attention goes where it is needed.
Customer communications should reflect the relationship and the reason payment is outstanding. Incorrect invoices, delivery questions, missing purchase-order references and genuine disputes need resolution rather than repeated generic reminders.
Agree the boundaries of the service
Define the records supplied, authority to contact customers, reporting frequency, handling of disputes and who approves adjustments. Debt collection or legal recovery, where required, is a separate scope involving appropriately authorized providers.
Tell us approximate invoice volume, payment terms, systems and the work you want to retain internally. The first discussion can assess whether administrative support, financing or a combination fits the need.
Explore Accounts Receivable Administration · P10135 →Business Acquisition Financing
Connect the purchase price to the operating plan
An acquisition funding request should explain the target, purchase structure, buyer contribution, financial performance and how the combined business will operate. A letter of intent can help frame the transaction but does not remove the need for diligence.
Consider working capital, fees, planned investment and transition needs alongside the headline purchase price. An acquisition that leaves the business short of operating cash may create problems immediately after closing.
Coordinate the right people early
Commercial preparation, lender requirements and legal and accounting diligence need to work together. 37D can discuss acquisition finance alongside buyer advisory, equity readiness and post-merger integration.
Potential debt, equity or seller participation must be assessed for the actual transaction. Funding availability and any required professional appointments are confirmed for the actual transaction.
Explore Business Acquisition Financing · P10022 →