Capital for established contractors
Construction companies can have profitable work under contract and still face a demanding cash-flow cycle. General contractors mobilize labor, equipment, materials, insurance, and subcontractors before the first draw. On active projects, bills continue while inspections, change orders, retainage, and owner approvals determine when cash is released.
Stonegate helps established construction businesses evaluate $5,000 to $750,000 in funding for project starts, equipment, payroll, subcontractor obligations, and growth. Capital can help a contractor execute awarded work without starving other jobs already in progress.
Construction funding should be tied to a specific project requirement or operating constraint. Careful contractors model the payment against conservative draw timing, not only the contract's total value. The budget should also reflect retainage, inspection delays, change-order approval, weather exposure, and the possibility that several active jobs need cash at once. This wider view helps preserve the liquidity required to finish work rather than merely start it, even when a schedule shifts unexpectedly.
A new job may require permits, bonds, site setup, temporary utilities, deliveries, initial labor, and material deposits before the first payment application is approved. Funding can bridge these pre-draw costs and protect cash assigned to current projects. A complete request should include the startup budget, expected billing milestones, owner or customer terms, and a contingency for inspection or approval delays.
Field payroll and subcontractor invoices often come due on a reliable schedule even when draws do not. Working capital can keep crews and trusted subs paid during an administrative delay, a change-order review, or the overlap between projects. Paying dependable partners on time helps preserve schedule and capacity, but the obligation should be sized for a temporary timing gap rather than used to conceal a losing job.
Excavators, loaders, lifts, trailers, trucks, scaffolding, and site equipment can determine whether a contractor controls its schedule. Capital can support a purchase, down payment, repair, attachment, or project-specific rental. The decision should compare utilization, maintenance, transport, and storage with rental alternatives and account for the periods when the asset may not be billable.
Moving into larger commercial, municipal, or multi-phase work can increase bonding, insurance, estimating, preconstruction, and working-capital requirements. Funding may help support those costs or the overlap between a closing project and a newly awarded one. The contractor should avoid treating available capital as a substitute for accurate estimating, contract review, job-cost reporting, and disciplined change-order control.
Construction businesses may be considered for $5,000 to $750,000, depending on operating history, recent revenue, deposit patterns, existing obligations, and the purpose of the request. Underwriting expects deposits to be uneven when work is billed by milestone or draw. It evaluates whether the company's complete cash-flow history can support a new payment across multiple projects and normal schedule variation.
Recent business bank statements provide evidence of owner payments, payroll, supplier and subcontractor outflows, current financing, and average liquidity. Larger requests may call for financial statements, debt schedules, contracts, receivable aging, or project information. Ownership credit may also be considered. An awarded contract or substantial backlog can add context, but neither guarantees approval. Funding amount, pricing, collateral conditions, and terms are set through underwriting.
A term loan provides a lump sum for a known requirement such as equipment, a project mobilization budget, facility improvement, or expansion. The defined payment schedule can be included in job and overhead planning. Contractors should compare it with conservative collections and protect enough liquidity for surprises across all active jobs.
A business line of credit can help with payroll, materials, subcontractor timing, or rentals that recur across jobs. Drawing only when needed offers flexibility through changing schedules. As draws are collected and the balance is paid, availability may replenish according to the agreement, supporting another short operating cycle.
Construction underwriting works best with a clear explanation of the backlog, billing cycle, active obligations, and the event creating the request. Accurate information supports a structure that reflects the company's real operating cadence.
Complete the application with ownership, revenue, construction, and use-of-funds details, then submit the requested recent business bank statements.
Underwriting reviews deposits, balances, active obligations, draw patterns, and the requested amount. If eligible, compare the payment, term, cost, and conditions.
After accepting and signing an approved offer, deploy proceeds to the mobilization, payroll, equipment, subcontractor, or working-capital purpose in the plan.
If the next project requires mobilization, equipment, or room between draws, provide a clear use-of-funds plan and recent bank statements to begin a construction funding review.
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