Medical practice funding & working capital for your next business move.

Yes. Dental chairs, imaging, and operatory equipment are common funding purposes. Provide the vendor quote, installation costs, and expected revenue impact when you apply.

Insurance claims can take weeks or months to pay. Working capital bridges the gap between delivering care and receiving payment, keeping payroll and suppliers current.

The published programs require operating history and monthly revenue. Do not assume a pre-opening practice qualifies; discuss your situation with the team.

Eligibility depends on the equipment, its condition, the seller, and the program. Provide a detailed quote and confirm requirements before placing a deposit.

Prepare a signed application and four recent, complete business bank statements. Have identification, ownership details, insurance aging reports, and any equipment quotes ready — submitting everything at once through the secure upload link is the fastest path to a decision in as little as 4 hours.

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

A merchant cash advance is structured around future receivables rather than a credit line. Compare total cost, payment collection, and timing against your reimbursement cycle before deciding.

Medical practice funding is working capital designed around how healthcare runs — insurance reimbursements that take 30 to 90 days, payroll that can't wait, and equipment that can't break. It covers equipment purchases, buildouts, staffing, and cash-flow gaps between delivering care and getting paid. If the banks said no and the brokers wasted your time, your search ends here.

A signed application and four recent, complete business bank statements are the starting point. The team also looks at monthly revenue, time in business, the purpose of the funds, and your overall financial picture. Having settlements, insurance aging reports, and a clear summary of what you're funding speeds up the review.

No problem. Funding isn't limited to card-based businesses — bank deposits, insurance reimbursements, and overall revenue all count. The review looks at your complete cash flow, not just one payment method.

Through a secure upload link provided after you start your application. Bank statements, identification, and ownership documents go through the approved channel — never send sensitive documents over unsecured email or text.

Standard verification: a government-issued photo ID for each owner, plus business ownership documents. This is normal for business-purpose funding and protects both sides. Have these ready when you apply to avoid delays.

Yes. Upgrading on your schedule is usually far less disruptive than replacing a failed unit under pressure. Provide the vendor quote, installation costs, and any service contract details when you apply.

Seasonal dips are normal in many specialties. Working capital can cover payroll and core operating costs through the slower stretch so you keep trained staff in place for the busy period that follows, instead of rehiring later.

Yes. Buildouts, added exam rooms, and waiting-area remodels are common purposes. Bring contractor bids and a realistic timeline, and include any period when part of the practice may be closed during the work.

No. Credit is one part of the review, not the whole decision. Monthly revenue, time in business, cash flow, and the purpose of the funds all matter. A practice with steady deposits and a clear plan should not assume a past credit issue ends the conversation.

Ask the vendor for an itemized quote that lists the equipment, delivery, installation, training, and any service plan as separate lines. A complete quote lets the review match the funding to the true total instead of pausing for follow-up questions.

Yes. Hiring and training before volume rises is a common working-capital purpose. Time the application so funds are in place before recruiting starts, and budget for the training period before new staff carry a full schedule.

The team reviews your signed application and bank statements alongside monthly revenue, time in business, the purpose of the funds, and overall cash flow, and a complete application can receive a decision in as little as 4 hours. If an offer follows, you review its terms in writing before you commit, with funding as fast as same day.

Build the request from the full project total, not the sticker price. This page totals a $60,000 example from a $45,000 imaging unit, $5,000 in delivery, installation, and calibration, and a $10,000 operating reserve; if the practice contributes $15,000, the funding gap is $45,000 before 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.

An insurance aging report shows the claims your practice has billed and how long they have been waiting to be paid. Because reimbursements on this page can take 30 to 90 days, that report helps the review see the money already moving toward the practice and match working capital to the real gap.

Request the net amount your practice 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.

Yes. A later application is a new review based on the practice at that time, including current revenue, cash flow, and the purpose of the funds. Practices can plan the next step, such as added staff, a remodel, or expanded space, once the first need is covered, and current statements and a clear plan keep that review moving.

Yes. The full cost of new equipment goes beyond its price: the equipment example on this page counts $5,000 in delivery, installation, and calibration on top of a $45,000 imaging unit, and imaging and diagnostic purchases can also involve staff training and certification. Ask the vendor for an itemized quote that lists each cost as a separate line, and include the operating reserve your practice needs while the new unit ramps up.

Match the product to the need. Equipment financing is worth reviewing for identifiable assets like imaging systems or dental chairs. A business line of credit may suit repeat draws for recurring timing gaps between billing and reimbursement, subject to available credit and account terms. Term funding may fit a defined expansion or buildout 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 practice’s daily operating needs. The products available to your practice depend on review.

Yes. List current funding or advances, remaining balances, and payment schedules with your application, as the starting requirements on this page ask. The review weighs existing obligations alongside monthly revenue, time in business, the purpose of the funds, and overall cash flow, so a complete picture up front gives the application its clearest path to a decision.

Apply before the start date, not after it. The hiring guidance on this page says to time the application so funds are in place before recruiting starts, and equipment requests move faster with a complete, itemized vendor quote. With a complete application, a decision can come in as little as 4 hours and funding as fast as same day, but vendor and hiring timelines are the real deadline — build the request around them.

Yes. Getting ready usually means hiring and training staff before volume rises, upgrading equipment before the old unit fails, and holding an operating reserve for payroll while reimbursements catch up. Working capital can cover those costs ahead of the busy stretch, sized against your revenue and cash flow across busy and slower periods. Submit a complete application, with equipment quotes and insurance aging reports where they apply.

A bank decision is not the whole story. The review here looks at the complete picture — monthly revenue, time in business, the purpose of the funds, and overall cash flow — and credit is one part of that review, not the whole decision. Prepare a signed application and four recent, complete business bank statements, be upfront about past challenges, and let the practice be judged on its full record.

Claims can take 30 to 90 days to pay, while payroll, supplies, and the new payment obligation arrive on their own dates. A sound plan holds an operating reserve for that gap and sizes the request from the practice's real collection pattern, so delivering care never has to slow down while payment catches up.

Budget the full arrival, not just the unit price: delivery, installation, calibration, certification where it applies, and staff training. This page's example adds $5,000 of delivery, installation, and calibration to a $45,000 imaging unit. Costs named in the request are costs the review can plan around; costs discovered later are delays.

Training belongs in the purchase plan, because equipment only starts earning when trained staff can use it confidently with patients. Include the vendor's training schedule and any coverage costs for staff time in the request, alongside the installation and calibration dates. The written offer confirms what a specific agreement covers.

Send the vendor quote with installation and training dates, a summary of current funding obligations, and four recent, complete business bank statements with the signed application. Statements across several months show the reimbursement pattern as it actually lands, which is the cash flow the whole plan is timed around.

Write them as separate lines inside one plan. The equipment line is a fixed price with fixed arrival costs; the operating line is a reserve sized to your reimbursement cycle. Separate lines keep the reserve from being absorbed by the purchase, and keep the purchase from being undersized by everyday expenses.

Apply while the expansion is still a plan: before the buildout deposit, the equipment order, or the new hire's start date forces the timing. Adding rooms or a second location means construction costs plus an operating reserve while new capacity fills, and an early complete file lets the schedule be set by the practice, not by urgency.

Averages hide the month that hurts. If the plan only works when claims arrive at the average speed, one slow cycle strains payroll and supplies. Testing the payment against the slow end of the 30-to-90-day range proves the plan in the month that matters.

It shows how much is owed to the practice, how long each claim has been waiting, and which payers pay promptly or slowly. That pattern lets the review judge a quiet month as a timing gap with money behind it, not as falling revenue.

Size it from your own slowest cycle, not a rule of thumb. This page's example holds a $10,000 operating reserve inside a $60,000 equipment plan. Count the payroll and supply weeks your longest payer can stretch, and hold enough to cover them.

Yes, when the file shows it is a cycle and not a slide. An aging report showing sound claims working through a slow payer, alongside complete bank statements, gives the review the evidence that the gap has money coming behind it.

Share the change early, with the updated aging report. A payer stretching from 45 to 75 days changes the weeks the reserve must cover, and a plan adjusted at the first sign is far easier to carry than one explained later.

Pair the month's bank statements with the aging report and your appointment volume. Deposits down while billed claims and patient visits hold steady is the picture of a timing gap, and those records together make it visible.

Start with the first day the unit can treat patients, then place training, calibration, installation, and delivery before it, each with its own date. The weeks between installation and the first reimbursements from the unit are the gap the operating reserve has to cover.

Include site preparation, calibration and certification, staff training, and the first billing cycle for the new service. Each step has a date and a cost, and a timeline that names them all is the one a review can judge without follow-up questions.

Size it from your slowest payer's timing, not the average: count payroll, supplies, and regular bills for the weeks until claims from the new unit begin to arrive. This page's example carries a $10,000 reserve inside a $60,000 plan, tested against the 30-to-90-day claim range.

Send the vendor quote with its delivery estimate, the installation and calibration schedule, and any training plan, beside your aging report and bank statements. Together they show both the date the unit starts and the payment rhythm that follows it.

Treat training weeks as full payroll weeks with reduced billable hours, and name that cost in the plan rather than absorbing it silently. A reserve sized for those weeks keeps the schedule calm while the team learns the new unit.

Compare claims submitted, claims paid, and the reserve remaining against the timeline you planned. A small difference caught in month one is a scheduling fix; the same difference found in month three is a cash problem.

It moves the target: a unit that should be treating patients when reset deductibles bring postponed care back in January needs installation, calibration, and training finished in December. On this page's example, that means the $45,000 unit and its $5,000 of installation work are scheduled backwards from the first January week, not forwards from a delivery guess.

Yes, when the year-end rush strains staffing and supplies before the claims it creates have paid. Patients using remaining benefits book heavily in the final weeks, and claims still take 30 to 90 days, so funding sized to that gap lets a practice say yes to the rush without starving January's payroll.

Count the weeks between the first January claims you submit and the dates those claims realistically pay, at your slowest payer's pace, and hold payroll and essentials for that span. On this page's plan the operating reserve is $10,000 of the $60,000 total, and early January is precisely the stretch it exists to carry.

They separate what the practice earned from what it has collected: December is often a high-volume month whose claims mostly pay in the new year, so a January file should show the aging report beside the statements and name that timing plainly. A review that can see earned revenue waiting on payers reads the practice very differently from one that only sees a quiet bank balance.

December, when the holiday schedule has natural gaps and the unit can be learned before January's volume arrives. Training during the reset rush costs billable hours at the busiest moment; training in December costs them at the quietest, and the team starts the year already confident.

Compare the first claims the new unit generated, how fast each payer actually paid them, and how much reserve remains against the timeline you planned. Caught in the first cycle, a slow payer is a scheduling adjustment; caught in the third, it has already shaped your cash.

Finish the chain behind the appointment: the equipment installed and calibrated, the staff trained on it, and the billing details for the new service checked before the first patient arrives. Each unfinished link becomes a delayed or denied claim in January, and December is the last month any of them can be fixed without a patient attached.

December's year-end rush produces claims that pay across the following 30 to 90 days, so January opens with full appointment books and a payment stream still arriving from last year's work. The operating reserve — $10,000 in this page's example — should be sized against that overlap, not against January's billings alone.

Yes, and it is the natural window: training finished in December means the first January patients meet a team already confident on the new unit. The alternative — training during the busiest booking weeks of the year — spends January's scarcest resource, appointment time, on preparation December could have carried.

That installation and calibration are complete and documented, that supplies for the first weeks are on site, and that the team has run the unit on test cases rather than first meeting it on a booked patient. Those checks belong in the delivery and installation line of the budget — $5,000 in this page's example — verified, not assumed.

Because payer mix sets the speed of the money behind the plan: the share of claims that pay in 30 days against the share that takes 90 is what the operating reserve has to bridge. A year-end review of the actual mix, from a full year of claims, sizes the reserve from the practice's real calendar instead of an average one.

That the first new-year claims were submitted cleanly, that they are paying inside the 30-to-90-day window the reserve assumed, and that the new unit's appointments are billing at the pace the plan projected. Checked in January, a variance is a small correction; discovered in March, it is a quarter explained after the fact.