Capital Advisory
Most businesses don't have a capital problem. They have a constraint they haven't identified.
Prime Lever Capital works with established privately held companies to determine what is actually limiting the business — then decides whether capital is the right lever, and what structure it should take.
We don't start with
How much do you want?
We start with
What are you trying to accomplish?
Then we ask
What is actually constraining the business?
The Distinction
A brokered quote answers a request. Advisory answers a question.
Capital is one of several levers available to a business. Used against the wrong constraint, it adds a fixed obligation to a problem it was never going to solve.
The transactional approach
- Begins with an amount and a timeline
- Shops the file to whoever will fund it
- Optimizes for closing, not for the balance sheet after closing
- Leaves the owner comparing rates without comparing structures
The Prime Lever approach
- Begins with the objective and the constraint
- Diagnoses the financial picture before discussing product
- Recommends structure matched to the asset and the cash flow behind it
- Says no to capital when capital isn't the lever
Services — 02 · Financial Oxygen™
The 100-Day Cash Flow Reset.
For established businesses with strong revenue and too much cash pressure. Over 100 days we stabilize the cash, restructure the payment load where it fits, and build the rhythm that keeps it steady.
- 1 · Free Cash Lever X-Ray
- 2 · 100-Day Reset or Capital Advisory
Stabilize
A 13-week cash forecast, every payment mapped, the immediate leaks stopped.
Restructure
Faster collections, lower processing and banking costs, expensive financing restructured where it fits.
Sustain
A weekly cash rhythm, a simple dashboard, and a capital-readiness plan.
How We Work
Diagnose. Identify. Structure. Execute.
A consistent sequence applied to a $2M business and a $50M business alike. The depth changes; the order does not.
- 01
Diagnose
We read the financial picture before discussing capital: cash conversion, margin structure, existing obligations, and concentration.
Financial statements, debt schedule, aging reports, and the owner's own account of what changed and when.
- 02
Identify
We isolate the constraint — the single condition most limiting the business right now — and separate it from its symptoms.
A timing gap, a pricing problem, a mismatched obligation, and a capacity ceiling all look alike from the bank balance.
- 03
Structure
We design the response, matching any capital to the asset and cash flow behind it — or recommend no capital at all.
Amount, term, amortization, collateral, covenants, and what the structure does in a quarter that comes in short.
- 04
Execute
We prepare the file, approach the right sources, manage diligence, and hold the terms through closing.
A prepared, legible file changes the terms available to a business more than any negotiation does.
Capital Solutions
Structure follows the constraint.
We work across the capital stack available to established businesses — and select from it only after the diagnosis is complete.
Working Capital
Liquidity for the gap between doing the work and getting paid — sized to the collection cycle, not stacked on top of it.
- Business lines of credit
- Revenue-based financing
- Short-duration advances
Asset-Based Lending
Capital secured by receivables, equipment, and inventory — capacity set by the assets, not by cash-flow underwriting alone.
- AR facilities and factoring
- Inventory finance
- Equipment finance
Growth & Expansion
Capital for an investment that pays back over a defined period — financed over that period.
- Non-bank term capital
- Growth facilities
- Delayed-draw facilities
Acquisition & Transition
Capital for buying a business or a partner, without draining the operating company.
- Acquisition finance
- Partner buyouts
- Seller-note structures
Cash Lever X-Ray
A free 20-minute read of where cash is trapped — before anyone talks about money.
The cost of your capital, billing leakage, collections speed, bank fees, and missed revenue — read together, in one call, at no cost. It's the first step for every engagement.
Progression
Today's financing should improve tomorrow's options.
Capital taken today shouldn't quietly reduce what's available next year. Where a business qualifies, we work toward more sustainable structures over time rather than treating alternative capital as permanent capital.
Insights
How we think about capital.
Plain analysis for owners and operators — no product pitches.
Capital Strategy
Today's Financing Should Improve Tomorrow's Options
The best test of a financing decision is not whether it solves today's problem. It is whether the business has better choices a year from now.
September 8, 2026 · 6 min read
Capital Strategy
More Capital Isn't Always the Answer
When an owner says the business needs money, the useful question is what the money is compensating for.
August 18, 2026 · 5 min read
Working Capital
Working Capital vs. Growth Capital: Know the Difference
Two very different needs are routinely financed with the same instrument. The mismatch shows up later.
July 29, 2026 · 4 min read
Start here
What's the prime lever in your business?
Start with the objective, the constraint, and the financial picture. We'll begin there.