Franchise funding & working capital to open — and grow.

The published programs require operating history and monthly revenue, so pre-opening locations should discuss their situation with the team. Existing franchisees opening additional units with proven revenue are the most straightforward fit.

Common uses include franchise fees, leasehold build-out, franchisor-specified equipment, initial inventory, hiring and training, marketing for the grand opening, and working capital during ramp-up.

Once your first location shows steady revenue, additional units can be funded against the business’s performance. One funding partner across units keeps the process simple as you grow.

With a complete application, franchisees can get a decision in as little as 4 hours and funding as fast as same day. Apply directly to Logic Advance — no obligation.

Prepare a signed application and four recent, complete business bank statements. Additional records, identification, and ownership information may be requested.

That depends on your franchise agreement. Some agreements require notice for financing — review your FDD and discuss timing with the team so funding lands when the build-out needs it.

SBA routes can offer longer terms but move slowly and involve heavy paperwork — tough against franchisor opening deadlines. A merchant cash advance is faster and simpler, structured around future receivables. Compare total cost and timing for your situation.

Funders want to see that you've thought beyond the franchise fee — buildout costs, equipment, working capital for the ramp-up, and your path to breakeven. A solid plan with realistic projections speeds up every funding conversation and often improves your terms.

Many franchisees combine sources — e.g., equipment financing for the buildout plus working capital for the launch period. The risk of a single source is coming up short mid-launch; the risk of too many is complexity. The team can help structure the right combination for your total project cost.

If one source falls through or comes up short, your entire launch stalls — while the franchisor's deadlines don't move. Diversifying across appropriate products (equipment, working capital) creates a buffer. Always secure funding for the full project before signing a lease.

Buildout to brand standards, equipment packages, initial inventory, licensing and permits, grand-opening marketing, and — critically — working capital for the months before revenue stabilizes. The fee is often less than half the total. Budget the full picture.

Talk to existing franchisees about what they actually spent versus what they budgeted. Add 15–20% contingency to every estimate. And fund the ramp-up period, not just the opening — most new locations take months to reach steady revenue.

The FDD is the franchisor's legally required disclosure — fees, obligations, financial performance representations, and your rights. Review it with an attorney before signing anything. Item 7 (estimated initial investment) and Item 19 (financial performance) deserve your closest attention.

Franchisor-affiliated programs may offer brand familiarity but aren't always the fastest or most flexible. Independent direct funders compete on speed and structure. Compare total cost, timeline, and terms side by side — loyalty to the brand shouldn't cost you a better deal.

Expect royalties (typically a percentage of revenue), marketing fund contributions, and technology fees — continuing for the life of the agreement. Factor these into your cash-flow projections from day one; they come off the top whether you're profitable or not.

A good consultant knows the brands and can save you months of research. But remember: consultants are typically paid by the franchisor, so validate their recommendations independently. For funding specifically, work directly with a funder — not a broker layer — so nothing gets lost in translation.

Franchise agreements are binding contracts with personal guarantees common. Have an attorney review the franchise agreement and any financing documents before signing. Understand what happens if the business underperforms — know your obligations in the downside scenario, not just the upside.

The team reviews your signed application and four recent, complete bank statements, and may request identification, ownership information, and your FDD, build-out bids, or equipment quotes. With a complete application, franchisees can get a decision in as little as 4 hours, and funding can follow as fast as same day once approved. You will get a clear answer while your opening timeline is still intact.

Build the request from the full opening budget. The example on this page totals $240,000 — a $50,000 franchise fee, $120,000 in build-out, $40,000 in equipment, and a $30,000 operating reserve. If you can contribute $80,000 without using essential reserves, the planning gap is $160,000 before financing fees or other costs. Funding only the franchise fee is the most common way owners come up short.

Logic Advance’s 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. The published programs require operating history and monthly revenue, so pre-opening locations should discuss their situation with the team. Meeting a minimum does not guarantee approval.

Compare the full obligation, not just the payment. Confirm the net amount you will receive, every fee, the total repayment obligation, the payment frequency, and the expected duration. Check the offer against your franchise agreement and FDD — some agreements require notice for financing — and review guarantees and early-payment terms in writing before signing.

Yes. Royalties, marketing fund contributions, and technology fees continue whether the month is strong or slow, and they are calculated on revenue, not profit. Working capital can bridge a soft season so those obligations are paid on time and the location stays in good standing with the franchisor. Steady bank statements showing your annual cycle help underwriting see past a single slow month.

Yes. Once your first location shows steady revenue, additional units can be funded against the business’s performance, and many owners return for unit two and three. A prior application on file makes the next review simpler, because the team already knows your brand, your costs, and your track record. Bring the new location’s opening budget and your existing unit’s statements.

Present it itemized, the way this page's example is built: franchise fee, build-out, equipment, and an operating reserve, each with its own real number — $50,000, $120,000, $40,000, and $30,000 in the illustration, totaling $240,000. Keep the FDD, build-out bids, and equipment quotes organized with the budget. Underwriting follows a priced plan far more easily than a single round request, and a clear budget is what a fast decision is made from.

This page's opening-budget example keeps a $30,000 operating reserve inside a $240,000 plan, separate from the franchise fee, build-out, and equipment. The point of the reserve is the ramp: royalties, marketing fund fees, payroll, and supplies all come due before a new location's revenue settles into its normal pattern. Size your reserve to your brand's real monthly obligations, and do not spend it down to enlarge the opening itself.

Tell the team as soon as a bid changes, and bring the updated contractor numbers rather than a verbal estimate. Your request was reviewed against an itemized budget, so a documented change keeps the file accurate and the review moving. This is also why the budget should be built from real bids in the first place — organized paperwork, including the FDD and equipment quotes, is what keeps a cost change from becoming a closing delay.

Work backward from the date. With a complete application, a franchisee can get a decision in as little as 4 hours and funding as fast as same day, but that speed assumes the file is complete — signed application, four recent complete bank statements, and your budget documents together. Apply with enough margin for the franchisor's own steps, and treat opening day as the deadline the funding plan is built around, not a date you hope the money matches.

Existing owners are the core of this page: the published guidelines run on operating history and monthly revenue, starting at $25,000 in monthly revenue, and owners regularly fund growth projects against a working unit's performance. A remodel request should come with the contractor's bid and your location's recent statements, so the review sees both the cost and the revenue that supports it. A prior application on file makes the next review simpler.

A franchise application is reviewed against brand-specific facts an independent business does not have: the Franchise Disclosure Document, the franchisor's build-out and equipment standards, required fees, royalties, and marketing fund obligations, and a fixed opening calendar. That structure can strengthen a complete file — the costs are documented by the brand itself — which is why this page asks you to keep the FDD, bids, and quotes organized from the start.

Treat royalties and marketing fund fees as fixed obligations from the first month, even while sales are still building. This page lists working capital between royalty payments as a core use, because those contributions do not pause during ramp-up. Fund them from the operating reserve in your opening plan, and track the month when location revenue covers them on its own, so you know when the ramp is truly finished.

Send the build-out bids, the equipment quotes, and the Franchise Disclosure Document, organized with your signed application and four recent, complete bank statements. This page asks for the full picture because underwriting matches the request against documented costs: the fee, the build-out, the equipment, and the reserve. A file whose numbers trace back to bids and quotes reviews faster than one built on estimates alone.

Yes. Common uses on this page include hiring and training alongside the franchise fee, build-out, equipment, initial inventory, and grand opening marketing. Your team has to be hired and trained before the doors open, which means payroll starts before revenue does. Include those weeks in the opening budget and the operating reserve, rather than treating staffing as a cost the first month of sales will somehow cover.

Let the first location prove its pattern first: steady revenue, royalties covered, and payments made on schedule. Additional units can then be funded against the business's performance, and one funding partner across units keeps the process simple. Bring updated statements and the new location's opening budget, built the same complete way as the first, and expect a fresh review of the business as it stands at that time.

Tell the team as soon as the date moves, with the updated build-out schedule and any cost changes the delay creates. Funding timing can often be planned around a revised calendar when underwriting hears about it early. What hurts a file is silence: a request sized and timed for one opening date, quietly drifting toward another, with the reserve quietly absorbing costs it was not sized for.

Plan for the reserve to survive opening day, not be spent by it. This page's example holds $30,000 of a $240,000 plan as an operating reserve, separate from the fee, build-out, and equipment lines. That reserve exists for the ramp-up months: royalties, payroll, and supplies before revenue hits stride. If opening costs run over, raise it with the team before quietly draining the reserve.

Share the dates that carry money with them: the franchise agreement signing, training, each build-out stage and inspection, equipment delivery and installation, signage, and opening day. This page is built around the franchisor's timeline, and the review can only match funding to dates it can see. Put the milestones in writing with your application so the plan is built around the real calendar.

That is the right way to plan it. Contractors bill in stages, so lay the build-out bids beside the funding plan and name which stage each part of the money covers. This page's example prices build-out at $120,000 inside a $240,000 opening plan. Matching the money to the stages keeps the work moving without draining the operating reserve the ramp-up months depend on.

Raise it early, while it is still a budget question. Training is part of opening on the franchisor's schedule, and travel for it is easy to underprice. Compare the actual training costs with the reserve in your plan, tell the team if the gap grows, and adjust the plan before the difference quietly comes out of the money set aside for payroll and supplies.

Price them as one opening package. Signage is part of the build-out story on this page, and opening marketing fills the first weeks the reserve has to survive. Get the signage quote with your other build-out bids, name the opening campaign amounts beside it, and include both in the request, so the location opens visible and announced instead of finished but quiet.

Track sales against the ramp you planned, royalty and marketing fund payments as they fall due, payroll against schedule, and how much of the operating reserve remains. This page builds a $30,000 reserve into its opening plan for exactly these months. A weekly look at those four numbers tells you early whether the location is hitting its stride or needs a conversation with the team.

Yes, working capital between royalty payments is a listed use on this page, and hiring sits inside it: payroll runs on schedule whether the location has hit its stride or not. If a stronger-than-expected opening needs more hands, or a slower ramp needs the team held together, explain the staffing need with your sales pattern and let the review size the request to the real calendar.

It should never quietly absorb build-out overruns, equipment upgrades, or opening extras, however small each one looks. This page sets the reserve at $30,000 inside a $240,000 opening budget, and its job is carrying the business through the ramp-up months after opening. Every dollar moved early is a week of payroll or royalties that has to be found again later, under far more pressure.

Solve it inside the build-out line first: re-bid the remaining work, re-sequence stages so revenue-facing areas finish first, or trim scope that can be added after opening. If a gap still remains, raise it with the funding team while the amounts are still choices. An overrun discussed at $5,000 is a planning conversation; the same overrun discovered after the reserve is spent is a crisis.

Check it weekly, against two numbers: what remains, and how many weeks of payroll, royalties, and rent it still covers at the current sales level. This page budgets royalties during ramp-up for a reason: they arrive on schedule whether sales have ramped or not. A weekly check turns a shrinking reserve into an early, calm decision about staffing or spending, instead of a surprise.

When the location's own sales have covered its full monthly costs, payroll, royalties, rent, and its funding payment, for two or three months in a row without touching the reserve. At that point the reserve has done its job and the surplus can fund growth, such as added staff or marketing. Releasing it after one strong month is the mistake the reserve exists to prevent.

Yes, and it is the strongest habit a new owner can build. If opening sales run ahead of the plan, restore the reserve to its full planned level first, before upgrades or extras are approved. This page's budget treats the reserve as a named line, $30,000, not as whatever happens to be left. Keeping it whole means the next surprise, a repair or a slow month, is met from strength.

Keep the weekly reserve checks, the sales reports for the ramp-up months, and a note of any week the reserve was used and why. Together they show the reserve carried the location exactly as the opening budget promised, across the $240,000 plan this page lays out. That record is also valuable later: a second location's request is far easier to review when the first location's ramp is documented, not remembered.

Because the calendar works for you instead of against you: contractor schedules open up, deliveries move before the holiday freight rush, and the finished location opens into January demand. This page's $240,000 opening budget, $120,000 of it build-out, buys more finished work per week in the quiet season than it does in the spring rush.

In the order the opening depends on them: rough work first, inspections booked before holiday office closures, finishes last, each phase signed off against the build-out bids this page asks you to keep with the calendar. A phase finished and verified in December is one less thing standing between you and a January opening date.

Early enough that delivery, installation, and a test run all finish before opening week, which usually means ordering while the build-out is still underway. The equipment share of this page's budget is $40,000, and equipment that arrives after the doors open turns your first customers into witnesses of a construction project.

By paying every build-out surprise from its own budget line first, and treating the reserve, $30,000 in this page's plan, as ramp money that does not exist until the doors open. Check its untouched balance at each weekly build-out review, beside the FDD and the bids, so any temptation to borrow from it is a decision, never a drift.

The signed-off build-out phases, the equipment delivery and test records, the opening staffing schedule, and the reserve's untouched balance, all matching the $240,000 opening budget this page lays out. Complete records mean opening week is spent on customers, and they make any later request for a second location far easier to review.

It gives the location a full quarter of fresh-start demand with its build-out already behind it, instead of a quarter spent finishing construction. The first royalty dates and the first slow week are met from the protected $30,000 reserve, and the quarter's records, sales against the ramp you planned, become the location's first real report card.

Hiring, training, inspections, and sign-offs — the people and paperwork side of opening. The build-out has its own schedule on this page's $240,000 budget; December finishes the human side, so opening week is spent serving customers. The $30,000 operating reserve stays untouched while all of it happens, exactly as the budget intends.

Interviews in the first half of December and training while the site is still quiet, before opening week competes for the owner's attention. A crew trained in December opens calmly in January; a crew hired during opening week learns on the customers. The franchisor's milestones and the funding belong on one calendar, and hiring is one of those milestones.

Because inspectors, franchisor staff, and sign-off offices all slow down in late December, and an unbooked inspection can hold an opening hostage. Booking in early December puts your location in the calendar while appointments still exist — the same reason this page sequences build-out phases instead of letting the calendar decide.

The people plan: interviews, training days, inspections, and sign-offs, laid beside the build-out phases, equipment delivery, and the franchisor's own milestones. One calendar shows collisions while they are still cheap to move — a training week that lands on an inspection week in December can be shifted; the same collision in opening week cannot.

The reserve — $30,000 inside this page's $240,000 opening budget — is what pays for hiring and training time without borrowing from opening months. Guarding it means December's people plan is funded by the budget as written, and the location opens with its cushion whole instead of spent on preparation the budget already covered.

The signed application and four recent, complete bank statements behind the funding, the FDD, the build-out bids, and the equipment quotes — plus the inspection and sign-off records December produced. Keeping them organized in one file is what this page asks of every opening, and it means opening day questions get answered from paper, not from memory.