HVAC, plumbing & contractor funding for your next business move.

Yes. HVAC contractors with documented revenue and operating history can apply for equipment, working capital, and expansion funding.

Working capital bridges the gap between buying materials and receiving milestone payments. A line of credit may suit repeat material draws.

Service vehicles are common equipment-financing purposes. Provide the dealer quote, upfit costs, and insurance estimates when you apply.

Show a full 12-month revenue cycle. Compare proposed payments against your slowest months before accepting any offer.

Licensed electrical contractors with operating history and revenue can apply. Trade, size, and structure do not disqualify a business on their own.

With a complete application, contractors can get a decision in as little as 4 hours and home service working capital as fast as same day. Apply directly to Logic Advance — no obligation.

Prepare a signed application and four recent, complete business bank statements. Licenses, job pipeline summaries, and ownership information may also be requested.

Start with the guides on this site — equipment decisions, offer comparison, cash-flow planning, and bank statement preparation. Industry associations also publish benchmarking data. And when you're ready for specifics, a direct conversation with a funding team beats generic articles.

Seasonal staffing and payroll, equipment purchases and vehicle fleets, materials for large jobs, and bridging the gap between completing work and getting paid. Most contractors need working capital that flexes with the job calendar — busy seasons and slow winters.

Three steps: know your numbers (monthly revenue, average job size, seasonal patterns), gather four recent bank statements, and apply directly — not through a broker chain. A decision can come in as little as 4 hours. The biggest delay is usually incomplete paperwork, so submit everything at once.

Talk directly with a funding team that knows the trades — seasonal cash flow, job-based revenue, equipment needs. Generic financial advisors often don't understand contractor economics. Ask how they evaluate businesses like yours before you share a single document.

Yes. A truck or key tool down in a busy week costs jobs every day it sits. Keep the dealer or repair quote ready, explain the work waiting, and submit a complete application with four recent bank statements. A decision can come in as little as 4 hours, so the repair or replacement can move before the schedule falls further behind.

Hiring ahead costs money before the new technician bills a single hour: recruiting, training time, tools, and a truck. Funding can cover that ramp-up so you are staffed before peak calls start, instead of turning work away or burning out the crew you already have. Share your hiring plan and expected start date with your application.

Yes. Slow seasons are normal in the trades, and losing a trained technician costs far more than bridging a few quiet weeks. Working capital can cover payroll and core costs while job volume is low, sized against your revenue history across busy and slow months, so your crew is intact when demand returns.

Yes. Larger jobs often need materials bought, permits paid, and extra crew scheduled weeks before the first payment arrives. Funding can bridge that upfront cost so you can say yes with confidence. Bring the contract or job details, the materials list, and your expected payment milestones so the request matches the job.

Credit history is one part of the review, not the whole decision. The review also weighs your monthly revenue, time in business, job history, and cash flow. Published guidelines start at $25,000 in monthly revenue. Be upfront about past challenges, show steady recent bank activity, and submit everything at once for the clearest review.

Yes. Many contractors fund again once a strong season proves what the business can do: another truck, another crew, or a second service area. A record of completed funding and growing revenue can strengthen the next review. Bring updated bank statements and a clear plan for what the next round will put to work.

After you apply, the team reviews your signed application and four recent, complete business bank statements alongside your monthly revenue, time in business, job history, and cash flow. A complete application can receive a decision in as little as 4 hours. If an offer follows, you review the net amount, total obligation, and payment terms in writing before you commit, with funding as fast as same day and no obligation to accept.

Build the request from the full cost of putting another crew on the road. This page totals a $60,000 example from a $42,000 service truck, $6,000 in tools, stock, and wrap, and a $12,000 payroll reserve for the first two months. If the business can contribute $15,000 without using essential operating cash, the remaining planning gap is $45,000 before financing fees or other costs.

The published starting guideline is $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 requirements and other conditions differ by product, and meeting a starting guideline does not guarantee approval.

Request the net amount your business will receive, the total payment or remittance obligation, all fees, the payment frequency, and the expected duration. Review any liens, guarantees, early-payment treatment, and reconciliation provisions, and remember that a factor rate on a merchant cash advance is not an APR when you compare offers side by side. Test the payment against your slowest months and your job cycle before you decide.

For a vehicle or equipment request, keep the dealer quote available. For growth capital, have recent job revenue, average ticket, and crew count ready. Add the amount requested, its business purpose, and your desired timing, and submit everything at once — the biggest delay is usually incomplete paperwork.

Match the product to the need. Equipment financing is worth reviewing for identifiable assets like service vehicles or major install equipment. A business line of credit may suit repeat draws for materials and recurring timing gaps, subject to available credit and account terms. Term funding may fit a defined expansion, such as a new location or service line, with a repayment plan. A merchant cash advance is a different structure based on future receivables, so compare its complete cost and collection terms against your job-cycle cash needs. The products available to your business depend on review.

Include them in the budget you present, the way this page includes tools, stock, and wrap in its $6,000 line beside the truck. Which of those costs a specific offer can cover varies by program, so confirm each line in writing before you commit to the purchase.

Run the one-truck budget first, including the payroll reserve, and test it against booked work and your slowest months. A crew that stays busy and paid through a slow stretch is the evidence that a second truck will earn its place; two trucks on a thin reserve usually strain payroll.

Your average ticket, the jobs a crew can complete per day, the weeks a new technician needs to reach full speed, and the payroll for that ramp period. Those figures size the reserve honestly and show the review a crew plan built on your real work, not on hope.

Yes, stocking current, efficient systems is a standard working capital or equipment use for home service companies. Bring the supplier quote and the demand you are seeing, and size the stock to your install schedule so units move into jobs instead of sitting in the warehouse.

Place the proposed payments on the same calendar as your slowest months before you sign, not just your busiest. Compare the full offer, the net amount received, the total obligation, every fee, and the payment frequency, against the weeks when emergency calls slow down and payroll does not.

Adding a service line, such as electrical work alongside plumbing, is an expansion use that can be reviewed like the truck-and-crew plan on this page: cost the vehicle, tools, licensing, and payroll ramp together, and bring the job demand that supports the new line.

Yes — materials for large jobs are a core use on this page, and a deposit due before work starts is the same need arriving earlier. List the deposit with the job it belongs to, its amount, and its due date, the way this page lists tools, stock, and wrap beside the truck: as a named line in the plan, not a surprise.

Bring the board: booked jobs, their values, their start dates, and the materials and crew each one needs. The application starts with a signed form and four recent, complete bank statements; a pipeline that matches those statements — deposits arriving, jobs completing, accounts paying — shows underwriting the revenue the request is built on.

That is the gap a payroll reserve exists for. This page builds a $12,000 payroll reserve for the first two months into its example so one late payment never reaches the crew. If the delay stretches, contact the team early and ask what your agreement allows — a late payer explained in advance is a conversation, not a crisis.

Track the plan against reality: jobs the truck actually served, billed hours per tech, materials used per job, and whether the payroll reserve held. This page's example assigned every dollar a job — the truck, the tools and wrap, the reserve. Ninety days of records showing those dollars working is the strongest file you can bring to the next review.

Yes. Taking on a larger commercial job that needs materials and crew upfront is a use this page names directly, and longer payment terms simply widen the gap the funding bridges. Size the request from the job's real costs and the account's actual payment history, with a reserve that carries payroll until the invoice clears.

It gives the review a track record: the first truck's jobs, revenue, and payment history become the evidence for the second. The guidelines do not change — $25,000 in monthly business revenue is the published starting point — but a funded truck that earned as planned is proof a stated purpose gets executed, and reviews weigh proof heavily.

Everything the first job needs: the truck itself, tools, stocked parts, the wrap that makes it a rolling sign, and a technician whose payroll is already covered. This page budgets the truck, $6,000 of tools, stock, and wrap, and a payroll reserve together because a truck missing any one of them is not yet a crew.

Build the two months from work you can point to: the signed job pipeline, maintenance agreements coming due, and the overflow your existing crews cannot reach. This page holds a $12,000 payroll reserve for the first two months inside its worked example, so the crew is planned against named jobs, not hope.

Yes — hiring and training before peak season are established uses on this page, and a helper's training and licensing belong in the same plan as the lead technician they will support. Name the costs and the start date when you apply, so the reserve covers the weeks before the helper is billable.

Expect the working costs around the crew: scheduling and dispatch time, insurance and licensing for the added truck, and the stock the new route consumes. They are smaller than the truck itself, but they land in the first month — include them in the plan rather than letting them compete with payroll.

Give the new truck its own starting stock line, the way this page includes tools and stock inside the truck budget, and restock it from the jobs it completes. A truck that borrows parts from the existing crews slows everyone down; a truck stocked on purpose starts earning on its first route.

Compare the month against the plan: jobs completed, revenue per day on the route, parts used, and whether the payroll reserve held. That first month is the track record your next review will read, and it shows whether a second crew should be funded the same way or sized differently.