Capital for contract manufacturers, CNC shops, fabrication, plastics, food production, and industrial assembly.
$2.3T U.S. manufacturing GDP — 47% of manufacturers cite working capital as their #1 growth constraint
Tuesday morning. The buyer at a Tier 1 automotive supplier just signed an LOI for $2.4M. Delivery is 90 days. Material cost: $940K, due in 21 days. You have $310K in working capital. You either pass on the order, give half to a competitor as a sub, or find a way to fund the materials. Your bank's commercial team books a meeting in 6 weeks.
PO financing wires $940K to your steel supplier within 14 days. Production runs on schedule, ships to spec, the buyer pays at day 90, the line auto-repays. You net $740K on a deal you almost passed on. The buyer issues a follow-up PO for $4.1M and you're now in their preferred vendor tier.
If 2+ of these sound familiar, you don't have an operations problem — you have a capital problem.
$2.4M order from a Fortune 500 buyer. Material cost: $940K. Buyer pays Net 60. You either pass on it, partner it away, or find $940K in the next 21 days.
You're running the 2008 mill 18 hours a day. Adding a new 5-axis would 3× output and unlock the aerospace work — $385K to acquire.
Steel, aluminum, resin — prices jumped 18% between quote and PO. You're either eating the difference or losing the customer.
$1.8M in accounts receivable. $620K in payables coming due. You're the bank for both sides of your supply chain.
Second shift would 80% your output. Recruiting, training, and payroll for the first 60 days = $180K. The ROI is obvious — the cash flow is the bottleneck.
This is what manufacturing owners do with Pincutt funding — and what you'd do too.
Purchase order financing pays your suppliers directly. You execute the order, get paid, repay the line. Scale beyond your balance sheet.
SBA 504 and equipment financing for CNC, presses, packaging lines, robotics — long-term debt aligned to long-term assets.
Working capital lets you buy materials immediately — protect your margin from commodity swings.
Asset-based lines secured by receivables and inventory — turn slow-paying AR into available cash.
Add the second shift, the new line, the new facility. Capital is the difference between 'we can't take that order' and 'when do you need it?'