$600,000 Funded for an Aventura, Florida Concrete Restoration Company

The Contractor’s Cash-Flow Problem

Construction and restoration contractors carry one of the harshest working-capital profiles of any industry. The costs land first and all at once: materials ordered, crews mobilized, equipment rented or bought. Revenue arrives last and in pieces, through a progress-billing schedule the contractor does not control, often with retainage held back until the job closes out.

The result is a predictable squeeze. The bigger the contract, the deeper the hole before the first payment clears — which means growth itself is what creates the cash-flow problem. A contractor who wins a project twice the size of their usual work needs roughly twice the capital to start it, and the balance sheet that qualified them for the bid often cannot cover the mobilization.

That is the position this Aventura, Florida concrete restoration company was in: a large-scale project in hand, and mobilization costs that arrived well ahead of the first progress payment.

Why a Bank Timeline Does Not Fit a Mobilization Window

Mobilization dates are set by the contract, not by an underwriting queue. A conventional bank process measured in weeks — often months when tax returns and full financials are involved — is structurally mismatched to a job that starts on a fixed date. By the time an approval arrives, the window has closed or the contractor has funded the start out of reserves they needed elsewhere.

This is the practical case for a broker rather than a single lender. One application goes to a network at once, and offers come back on a timeline that matches how construction actually schedules.

What We Did

RAN Funding is a broker, not a lender. The contractor completed one application and provided the last four months of business bank statements. That file went to our lender network with one dedicated specialist, and a funding specialist then walked the owner through each offer that came back — the structure, the repayment cadence against the project’s billing schedule, the total cost of capital, and what each option would leave available for the next contract.

The placement closed at $600,000 as a term loan, funded in 48 hours — a combination worth pausing on. Term loans are normally the slowest of the common structures to close, because they pull financial statements and often tax returns on top of bank statements. This one moved at revenue-based speed because the contractor had its financials in order when the file went out: complete bank statements, year-to-date financials and an accounts receivable aging ready on day one. Nothing had to be chased.

The term ran 24 months, and that length is what makes $600,000 workable for a contractor. Spread across two years, the payment is something a business with steady billing can plan around and carry past project close-out — including the stretch where retainage is still being held. Compressed into a shorter window, the same amount would demand a repayment rate competing directly with payroll on every job that follows.

What $600,000 Covers on a Project of This Size

• Materials and supplies. Concrete, reinforcement, coatings and specialty materials, frequently ordered in full before the first pour.
• Labor. Crews on payroll from mobilization onward, weeks before the first progress payment.
• Equipment. Purchased or rented capacity the contractor’s existing fleet cannot cover.
• Mobilization and site costs. Access, staging, permits and the fixed costs of standing up a job.
• Capacity for the next contract. Having capital in place is often what allows a contractor to bid the next project rather than pass on it.

Funding Above $500,000

A $600,000 placement sits above the range most contractors assume is available to them. RAN Funding places business funding from $20,000 to $500,000+, and the plus sign is doing real work: requests above $500,000 are placed, and at those sizes the structure is normally a term loan. They are underwritten the same way as smaller ones — just read more closely.

What changes above $500,000:

• Deposit volume has to support it. Offers are generally sized against monthly deposits, so six-figure monthly revenue is the practical starting point. See funding at $250K monthly revenue.
• More documentation. Beyond the application and four months of statements, expect a year-to-date profit and loss statement, a balance sheet, or accounts receivable aging — the last of which contractors usually have readily available.
• Contract backlog matters. Signed work in hand is context underwriters take seriously in this industry, because it speaks directly to forward revenue.
• Structure fit gets more expensive to get wrong. At this size the difference between a repayment that matches progress billing and one that does not is material.
• Term loans become the usual answer. Above $500,000 the structure is normally a term loan, as it was here — which makes having financials ready the difference between two days and two weeks.

The pattern here is not specific to concrete restoration. General contractors, specialty trades, restoration and site work all run the same spend-first, bill-later cycle.

Frequently Asked Questions

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