Professional Services Firms we help
Most professional service owners who come to us — marketing agencies, consulting firms, staffing companies, design studios — are dealing with the same structural issue: revenue is billed on invoice terms, but the cost of delivering the work (payroll, contractors, software, office overhead) is due immediately and every pay period. A firm can be fully booked and profitable on paper and still run out of operating cash because of the lag between doing the work and collecting for it.
The patterns we see most often:
- Payroll-driven MCA debt. An advance taken to cover a single tight payroll cycle becomes a permanent daily obligation that outlives the cash gap it was meant to solve.
- Client concentration risk. A firm dependent on one or two large clients has almost no room to absorb a late payment or a lost account without the MCA debits becoming unmanageable.
- Net-60 and net-90 client contracts. Enterprise and government clients in particular can push payment terms far beyond what a firm's own payroll and vendor obligations can wait for.
- Growth that outpaces cash flow. Hiring ahead of collections — common when a firm wins new business — is one of the most common reasons agencies and consultancies first reach for an MCA.
Why professional service firm owners work with us
Professional service firms are an easy target for MCA marketing precisely because they look creditworthy on paper — steady contracts, recognizable clients, healthy invoicing — while the actual cash timing tells a very different story. Funders lend against the appearance of stability, not the reality of the collection cycle.
We are not a lender, and we are not paid on commission. We are paid by you, on a flat fee, to look at your full position — every open MCA, your accounts receivable aging, your payroll and contractor obligations, and your client concentration — and tell you honestly what your options are.
Sometimes the fix is restructuring existing MCA debt into terms your invoice cycle can actually support. Sometimes it's a financing option, like invoice factoring or a line of credit, that matches your actual cash timing better than a daily-debit product ever could. Sometimes the honest conversation is about settlement. Our job is to give you that picture clearly, not to sell you a product.
How a consultation works
Step 1 — Position review. We map every open MCA, line of credit, and vendor obligation against your accounts receivable aging and typical client payment cycle.
Step 2 — Options modeling. We model realistic paths — restructuring with current creditors, factoring or financing options that match your invoice timing, or settlement on specific positions — including costs, timelines, and risks.
Step 3 — Written decision framework. You leave with a written plan suited to your priorities, whether that's stabilizing payroll, protecting client relationships, or minimizing personal guarantee exposure.
What professional service firm owners should know about the law
A few realities shape most professional-services MCA situations. The U.S. Small Business Administration generally suggests total debt service should not exceed roughly 30% of gross revenue for a small business — for firms with thin project margins, daily MCA debits that consume a large share of monthly billings almost always signal a path toward default if left unaddressed.
Many professional-service owners sign a personal guarantee on their first MCA without fully weighing what that means, since the advance is often framed as a quick bridge rather than a long-term obligation. If that describes your situation, our guide to evaluating an MCA stack walks through what to check in your existing contracts before you negotiate anything. None of this is legal advice — it's context to bring sharper questions to your contracts and your attorney.