Financing for your auto repair shop’s next step.

Used equipment may be eligible, depending on condition, age, value, seller, and the program. Confirm requirements before making a purchase commitment.

Parts purchases may be an eligible business use. Review the agreement and compare payment timing with the expected completion and collection of the repair work.

No. This page is for business owners seeking capital for an operating auto repair shop. It does not offer consumer financing for a personal repair bill.

No. The review considers business history, revenue, credit, obligations, and program requirements. An expansion plan does not guarantee approval.

Yes. A lift or scanner down takes a whole bay out of service and pushes booked work back. Keep the repair or replacement quote ready, note the installation cost, and explain how quickly the equipment will be earning again. Submitting the quote with a signed application and four recent bank statements helps the review move without back-and-forth.

Shops pay technicians weekly, while fleet accounts and larger jobs can take weeks to collect. Working capital can bridge that gap so payroll, parts, and rent stay covered while completed work turns into cash. Sharing your collection cycle and average billed hours with your application helps size the request to the real gap.

Yes. A new technician costs money before the hire pays off: recruiting, training time, tools, and payroll during the ramp-up. Funding can cover that period so you can hire while the work is there, instead of turning customers away. Include your booked schedule, expected billed hours, and a realistic ramp-up plan with your request.

Slow months are part of the repair business, and replacing a trained technician later costs more than bridging a quiet stretch. Working capital can help cover payroll and core costs during slower weeks, sized against your revenue across busy and slow periods. Bring bank statements that show the full year, not just the quiet month.

Published guidelines start at $25,000 in monthly business revenue. Merchant cash advance and line of credit guidelines start at six months in business, while equipment and term funding guidelines start at one year. Credit is one part of the review, alongside revenue, business history, and existing obligations. Meeting a minimum does not guarantee approval.

Yes. New services and a second location need equipment, installation, permits, and operating reserves before the added capacity starts paying for itself. Budget the full project, including training and a slower ramp-up, and test the plan against conservative billed hours. A complete budget with vendor quotes gives the review a clear picture of the expansion.

After you apply, the review works from your complete file: a short application of about a dozen questions, a signed application, and four recent business bank statements, plus the itemized equipment quote or the parts need behind the request. The review considers business history, revenue, credit, obligations, and program requirements, and additional records may be requested through the approved channel. If an offer follows, compare the net amount, total obligation, all fees, payment frequency, and expected duration before you sign.

Request the planning gap for the bay, not a round number. This page works the example: a $28,000 equipment package, a $5,000 installation budget, and a $7,000 working reserve total $40,000. An available $10,000 business contribution leaves a $30,000 planning gap before fees or additional expenses. Check that the bay can generate enough after parts, labor, and other costs to support the payments, and test a slower ramp-up too.

The published guidelines start at $25,000 in monthly business revenue. Merchant cash advance and line of credit guidelines start at six months in business, while equipment and term funding guidelines start at one year in business. Credit is one part of the review, alongside revenue, business history, and existing obligations, and meeting a minimum does not guarantee approval. Which product you choose decides which time-in-business guideline applies to your shop.

Check the complete offer, not just the payment. Confirm the net amount your shop will receive, the total payment or remittance obligation, all fees, payment frequency, and expected duration. Review liens, guarantees, early-payment treatment, and any reconciliation provisions, and remember that a factor rate on a merchant cash advance is not APR. Compare the payments against conservative billed hours, not your busiest week, before accepting.

Yes. Winter brings its own rush of batteries, tires, heating systems, and cold-weather breakdowns, and the parts and staffing for it are paid for before those jobs are collected. Build the request from your booked work and last winter's pattern: the parts you will turn fastest, any equipment the season depends on, and the technician hours to handle it. Preparing before the first cold snap keeps bays turning instead of backing up.

Yes. Shops often return when the next step is clear: another technician, added services, or a second location. A record of steady revenue and payments handled as agreed strengthens each new review. Bring a signed application, four recent, complete business bank statements, and the quote or plan behind the new request, and size the amount to the work you can put it to right away.

Yes, shops commonly build one plan from more than one structure: equipment financing for a lift or scanner, and working capital or a line of credit for parts and payroll timing. Keep each amount tied to its own purpose so the total request stays honest and reviewable.

Compare the supplier's due date with the date the finished job is expected to be collected. If parts are due in 30 days and a fleet customer pays later, the gap between those dates is what parts funding needs to cover, not the full parts bill.

A vehicle used in the business can be part of an equipment or expansion request, depending on the program. Bring the dealer quote, the expected use, and how the vehicle supports booked work, and confirm eligibility before making a purchase commitment.

Add them to the purchase budget from the start, alongside installation. This page directs owners to include installation, calibration, software subscriptions, and training in the equipment budget, because a scanner that is installed but not calibrated or understood earns nothing.

Tell the review the collection cycle honestly and keep a working reserve in the request for exactly this case. A reserve sized from your real payment history absorbs a delayed job without touching payroll, which is why this page includes a $7,000 working reserve in its example.

Test the single bay first against booked work, billed hours, and a slower ramp-up, using the expansion budget method on this page. A bay that earns its payments with room to spare is the evidence a second location request will be judged on later.

Bring the schedule behind the request: booked jobs, standing fleet work, and the throughput the new capacity will serve. This page asks you to compare the full purchase budget with realistic throughput and collection timing — attaching the records that prove both turns your request from an estimate into a plan the review can verify against your statements.

Parts are a listed use on this page, and fleet work is exactly the timing gap working capital exists for: parts go on cars now, the fleet's payment arrives on its own terms. Size the request from the parts list and the fleet's actual payment history, and keep the reserve habit this page teaches — a delayed job should never touch payroll.

Apply ahead of them. Published guidelines start at $25,000 in monthly business revenue, and four complete statements show the pattern — the build-up, the peak, and the recovery — better than any single month. A request timed so the equipment is installed and earning before the rush is judged on the season it was planned for.

Before, if the book supports it. A planned replacement is a budget line with a quote, an installation window in a slow week, and no turned-away jobs; a failure is all of that plus emergency pricing and a dead bay during your busiest days. This page treats breakdowns as fundable — but the planned version protects more revenue.

The records that match your statements to your story: billed hours, booked work, parts purchases, and how long customers and fleets actually take to pay. The application itself is a signed form and four recent business bank statements; records that show throughput and collection timing help underwriting see the shop the statements describe.

Yes — price them as one project, the way this page's example pairs a $28,000 equipment package with a $5,000 installation budget. Bay changes, electrical work, and setup belong in the same request as the machine when they are part of the same job, each with its quote, so the funded amount matches the true cost of a working bay.

Bring the schedule, not a promise: booked appointments, wait times you are quoting customers today, and the jobs you have turned away or pushed out. Booked work is the evidence this page sizes funding from, because a bay with cars waiting starts earning the week it opens instead of hoping to fill later.

Ask the vendor to itemize delivery, installation, electrical or bay changes, and setup alongside the machine itself. This page pairs its $28,000 equipment package with a separate $5,000 installation budget for exactly that reason: the true cost of a working bay is the equipment plus everything that makes it usable.

Yes — price them as part of the same project, each with its quote, so the funded amount matches the true cost of a working bay. Delivery, setup, and the bay changes a lift needs belong in the request from the start, not as a surprise the shop absorbs after the equipment arrives.

Use the working reserve for exactly that stretch. This page's worked example holds a $7,000 reserve inside the plan because installation weeks bring the new payment closer while the bay is not yet earning. Name the installation window when you apply, so the reserve is sized to the real ramp, not a guess.

Say so in the application, with the fleet job and its payment timing attached. Parts for booked work and the bay that will service it are one plan with two clocks, and the review can weigh both when the documents show the job, the parts cost, and when the fleet actually pays.

Upgrade the bay whose work is waiting longest. Compare your bays by booked days out, the jobs each one turns away, and the equipment each job needs — the bay with proven demand earns its upgrade back first, and its record becomes the evidence for the next one.

Yes. Scanners, diagnostic rigs, and alignment equipment are equipment with clear asset value, the same as a lift, and they belong in the quote you present. List each item with its price and any setup cost, the way this page's example lists equipment and installation as separate lines.

The agreement itself, the volume it promises, and how quickly the fleet pays. Fleet work is steady, readable revenue, and a signed agreement plus the deposits it already produces in your statements show the review that a funded bay has contracted work waiting, not just hoped-for work.

Price the tools as their own line, next to the equipment and installation lines in your plan. A bay is only as fast as the tech working in it, and a request that names the tool cost up front is easier to review than one that discovers it after approval.

That is what the working reserve in a plan is for, and it is why this page budgets one. If the part cannot wait, say so in the application and show the job it belongs to; a dated, revenue-producing expense is the clearest kind of request a review can read.

Yes, when the first machine's record supports it: booked-out days, turned-away alignments, and the revenue the existing machine already produces. A second unit is an expansion of proven work, and the evidence is the waiting list your current machine has built.

Apply with months that include your inspection season if you can, and name the pattern in writing when you do. Four complete months are read as a pattern, not a snapshot, and a short note explaining which months carry state inspections or pre-trip rushes helps the review read the peaks correctly.

The fast-moving parts winter jobs consume, separated from stock that may sit unused, exactly as this page teaches: compare supplier payment terms with job completion and customer collection for each shelf you fill. A shelf stocked from your own job history turns the first cold week into booked work; a shelf stocked on a guess ties the reserve up in parts that never move.

The gear winter work depends on: lifts, diagnostic systems, and the software and calibration behind them. This page prices equipment honestly by including installation, calibration, software subscriptions, training, and any bay downtime in the purchase budget, so a scanner that arrives uncalibrated in the busiest week counts as a cost the list was written to prevent.

Directly. The example totals $40,000: a $28,000 equipment package, a $5,000 installation budget, and a $7,000 working reserve, with a $10,000 business contribution leaving a $30,000 planning gap. Read against winter, the package is the gear, the installation line is what makes it usable on day one, and the reserve carries payroll and parts while collections land.

Because during the rush, every hour spent waiting on a part or a repair is an hour a bay is not earning, and every supplier is serving every shop at once. Preparation done early is done at normal prices, on normal delivery times, with the shop's own schedule intact, and it is reviewed against $25,000 in monthly business revenue and four recent, complete bank statements, not against a crisis.

The parts list you stocked against, the equipment checks you completed, and the first rush weeks' billed hours beside them. Together they show whether readiness paid, and they strengthen the next request: a shop that can show a prepared season reads, to any reviewer, like a shop that will prepare the next one.

Enough to carry the plan if the rush starts slowly. In this page's example the reserve is $7,000 of the $40,000 total, kept for the ramp rather than spent on stock. Readiness that consumes the whole reserve leaves the shop equipped and exposed at the same time; the list is finished when the gear is ready and the reserve is still standing.