Restaurants run on daily card sales and weekly chaos — payroll Friday, the produce guy on COD, the walk-in compressor dying on a Saturday. A revenue purchase fits because it was built around exactly that rhythm. And speed is the point: clean file in, decision out, funds moving.
Hood work, grease traps, ADA bathrooms, a health-department re-inspection — first-year buildouts blow budgets by 20–40% with clockwork regularity, and every extra week of construction is rent with zero covers.
You staff and train a full crew two to four weeks before opening, then feed that payroll through the slow ramp. The first 90 days burn cash even when the concept is winning.
Food and labor costs reset monthly; menu prices reset once a year if you are brave. The gap between what protein costs and what the menu charges is your problem to float.
Bankers love restaurants as customers and hate them as borrowers. The failure-rate stereotype, thin margins, and collateral worth pennies used — a three-year-old convection oven auctions at fifteen cents on the dollar — mean most community banks pass automatically on anyone under two years in business.
Even profitable operators hear no, because the model runs on tax returns — and a new restaurant's returns show depreciation and startup losses, not the $90k months happening at the register right now.
A restaurant's revenue is unusually legible: daily card batches, weekend spikes, seasonal waves. That is exactly what a revenue purchase underwrites. We advance against your future sales and remit a small fixed percentage of weekly revenue — a dead Tuesday automatically costs you less than a slammed Saturday.
Use it where the return is concrete: a patio that adds 40 seats for eight months of the year, the walk-in that ends the 2 a.m. panic, the second-location deposit while the first is printing. Renewals fund at better pricing once the first purchase is half settled. Fast. Fair. Funded. It is not a slogan; it is the operating manual.
Replace the failing walk-in or finish the hood work without touching the payroll account — the repair pays for itself the first weekend you stay open.
Add the seats and the liquor-forward space that lift average ticket 20% — done before the season, not after it.
Lock the lease, fund the deposit and the FOH hires for location two while location one's cash flow keeps both doors open.
Three months of card sales is enough for us to underwrite. Pre-revenue buildout is the one stage we cannot fund — open the doors, bank three months of statements, then come see us.
No split of your POS at the transaction level. We remit a fixed weekly amount calibrated to your revenue, so your processor relationship stays exactly as it is.
Seasonality is normal in our underwriting — beach towns and ski towns both. Because the weekly remittance tracks your revenue rhythm, slow stretches automatically remit less.
A $15,000, $25,000, or $50,000 revenue purchase — and those are floors, not ceilings. We fund more when the financials support it. Apply in four minutes; decision in 24–72 hours.
