Restaurant funding & cash advance for your next business move.

Inventory may be an eligible business purpose, depending on the product and agreement. Budget for landed cost, spoilage, and the timing of sales before borrowing.

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

Provide the requested statements and explain seasonal patterns. Compare proposed payments with a slower month, and confirm any agreement-specific adjustment process.

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

Yes. A restaurant cash advance is revenue-based, so seasonal patterns are part of the review. Provide your statements, explain the seasonal swings, and compare the offer against a slower month before accepting.

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

Treat it as the emergency it is. Get a repair-or-replace quote the same day, and apply with that quote and your recent statements. A complete application can receive a decision in as little as 4 hours, which matters when every lost service is lost revenue.

Yes. Ordering inventory and hiring ahead of the rush is a common purpose. Apply early enough that funds arrive before supplier orders and training need to start, and size the request to your documented busy-season sales pattern.

Working capital can cover payroll, rent, and essential inventory through the quiet stretch so trained staff stay in place. Compare the payment against your slowest recent month before accepting, and request only what the slow-season plan actually requires.

Yes. Remodels and added capacity are common purposes when the numbers support them. Bring contractor bids, a timeline that accounts for any closed days, and a clear picture of how the added seats or refreshed space should pay off.

Reviewers look at the pattern, not just one good month — recent bank statements that show consistent deposits, how seasonal swings look across the year, and whether revenue is stable or growing. Explaining known dips, like a road closure or renovation, helps the review.

Many restaurants return for additional funding after a successful first round — for a second location, a larger renovation, or the next busy season. A record of steady revenue and payments handled as agreed strengthens each new review.

Yes. Working capital can bridge the short gap between payroll coming due and card settlements or catering payments clearing. Size the request to the actual payroll need, keep recent statements ready, and compare the payment schedule against a normal week before accepting, so the bridge stays a bridge, not a burden.

Funding can cover the higher cost of ingredients while you adjust pricing and menus at a pace your regulars accept. Build the request from real supplier invoices and recent sales, not a guess, and keep the obligation sized to what a typical month — not your best month — can carry.

Yes. Kitchen expansion and added equipment are common purposes when the numbers support them. Bring the vendor quote, delivery and installation costs, and any downtime the work requires, and explain how the added capacity should pay off in covers, catering, or takeout volume.

Have a signed application and four recent, complete business bank statements ready, plus a list of any current funding, remaining balances, and payment schedules. Add the quote or plan behind the request — equipment, inventory, or staffing — and the amount and timing you need. A complete file can receive a decision in as little as 4 hours.

Reviewers look at the operating restaurant's revenue history and track record first, because the existing business supports the request. A clear plan for the second location — lease, build-out costs, staffing, and opening timeline — helps explain the amount. Meeting the published guidelines does not guarantee approval for an expansion.

Yes. Funding can cover the packaging, equipment, staffing, and marketing behind a new service line while it builds repeat orders. Start with the costs you can document, test the new line against a realistic sales ramp, and keep payments compared against your current revenue until the new channel proves itself.

After you apply, the review works from your complete file: the application of about 12 questions, a signed application, and four recent, complete business bank statements, plus the quote or plan behind the request. A complete application can receive a decision in as little as 4 hours. If an offer follows, compare the net amount, total obligation, fees, payment frequency, and expected duration before you sign, and approved working capital can arrive as fast as same day.

Request the planning gap, not a round number. This page works the example: a $20,000 equipment quote, $3,000 in delivery and installation, and a $7,000 operating reserve total $30,000. If your restaurant can contribute $8,000 without using essential operating cash, the remaining gap is $22,000 before financing fees or other costs. Bring the vendor quote with your application so the request matches the real purchase.

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. Credit requirements and additional conditions differ by product, and meeting a minimum does not guarantee approval. Have a signed application and four recent, complete business bank statements ready when you apply.

Check the complete offer, not just the payment. Confirm the net amount your restaurant 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 payment against a slower month before accepting.

Yes. Outdoor seating is added capacity, and preparing it is a business purpose when the numbers support it. Budget the furniture, fixtures, and setup costs, plus the added staffing the patio requires and a reserve for the weeks while the new seats build regular demand. Bring vendor quotes and a simple timeline with your application, and size the request to the documented plan rather than the busiest weekend you hope for.

Apply again when a new, documented need appears, not simply because more funding is available. A record of steady revenue and payments handled as agreed strengthens the new review, and the file is the same: a signed application, four recent, complete business bank statements, and the quote or plan behind the new request. Applying ahead of the season or project you are funding keeps the timing in your favor.

Apply ahead of the season or project you are funding. Building the request from booked expectations, supplier quotes, and your staffing plan while there is still time lets the review judge the full pattern of your year, and keeps a broken cooler or a stock-up order from becoming an emergency decision.

Reviewers read the pattern across your recent statements rather than judging a single slow month. A seasonal dip that matches your business, explained plainly and surrounded by your normal trading months, is part of the real picture. Hiding the slow months is what creates problems, because the record will show them anyway.

A plan can cover all three when each part is sized and explained separately: the equipment quote with delivery and installation, the inventory order at landed cost, and the payroll the reserve must protect. Matching each slice to the structure that fits it keeps the total honest and the payments aligned with how each cost earns its way back.

Four recent, complete business bank statements that include both strong and slower months, the quote or plan behind the request, and a short note on your seasonal pattern: when the peaks land, when supplier bills arrive, and what the funding protects. That package lets a reviewer see the year your restaurant actually lives.

No. Expected events and reservations describe opportunity, not collected revenue, and they do not guarantee an offer. Present them as supporting context for timing and use of funds, while the review itself rests on your operating history, revenue record, and existing obligations.

The second review starts from the record the first one created: payments handled as agreed and a business that sized its request honestly. Bring updated statements and the new project's own budget and timing rather than assuming the earlier amount fits, because each project is judged on its own costs and the cash flow behind it.

A factor rate is a multiplier applied to the amount funded, while an APR expresses borrowing cost as an annual percentage over time. They are different measures, so a factor rate cannot be read as an APR or compared with one directly. Compare offers on the same written figures instead: net amount received, total obligation, fees, frequency, and expected duration.

Installation, downtime while the work happens, inspections, and staff training may all matter, on top of delivery. A replacement oven or refrigeration unit has costs beyond its price, so budget the full installed and working figure, keep the vendor quote with your application, and use the repair-or-replace checklist before committing to the purchase.

Budget for the work itself, the reduced trading days while the upgraded space is closed or limited, and a reserve that carries payroll and operating costs while the space builds demand again. Prepare a work schedule showing the closed days and bring it with your application, so the request reflects the trading you will actually lose.

List current funding or advances, the remaining balances, and the payment schedules, alongside the signed application and four recent, complete business bank statements. Add the amount requested, its business purpose, and your desired timing, and have identification and ownership details ready when requested through the approved channel. A complete picture is what lets the review move.

Yes. Compare supplier payment dates with expected sales, and include spoilage, storage, and the margin left after labor and operating expenses in the amount you request. Stock that spoils or sits in storage does not produce the sales the request was sized on, so the honest landed figure, not the invoice alone, should drive the number.

No. The published guidelines start at $25,000 in monthly business revenue, with six months in business for a cash advance or line of credit and one year for equipment or term products, and credit requirements differ by product. Meeting a minimum is the starting point for a review, not a promise; the complete file decides.

Write the assignment before the money lands. Split the expected deposit into the jobs already in your budget, such as the vendor payment, delivery and installation, and the operating reserve, and name the date each part will be spent and the receipts that replace it. On this page's example, a $22,000 gap against a $30,000 budget means each portion has a purpose before it arrives; money without a job tends to get spent twice.

Reconcile the actual deposit against the written offer: the net amount received, every fee deducted, and the first collection date. Then confirm the vendor payment and installation are scheduled, the reserve portion is untouched, and the payment schedule still fits a slower month, not just the week the money arrived. Raise any difference from the written figures with the team immediately, while it is still small.

It can be part of the same plan when the combined budget is honest. List the point-of-sale cost beside the equipment quote, delivery, and installation, and keep the operating reserve separate, the way this page builds its $30,000 example. Explain both purposes in the request, with vendor quotes for each, and test the combined schedule against a slower month before accepting.

They move the benefit, not the obligation. If a replacement oven arrives late or an inspection pushes the first service on it back, the receipts you planned from that equipment move with it, while collections follow the written agreement. Build a delay into the plan before you sign: hold the reserve intact, tell the vendor and the funding team the new dates, and re-test the schedule against the weeks the kitchen is still limping.

Track three things each week: cash spent against each budget line, trading days lost against the work schedule you prepared, and the reserve balance, which should still be standing untouched. Compare actual covers and sales in the reduced space with the lower level you tested the plan at. A weekly check turns a drifting renovation into a managed one, and gives you real figures if you need to talk with the funding team.

When the business can contribute part of the cost without touching essential operating cash, the way this page's example contributes $8,000 toward a $30,000 budget and funds the $22,000 gap. A smaller request means a smaller total obligation and an easier schedule in slow months. It also makes sense when one part of the project can wait a season without hurting the rest; fund the work that earns first.

Take your quietest recent month from your bank statements, divide it into weeks, and hold the proposed payment against that week's deposits after payroll, rent, and food costs. If the payment only works in an average or busy week, the amount or the schedule is wrong for your restaurant — raise that before signing, not after the first quiet week arrives.

Yes — that is exactly how this page's example is built: the equipment quote, delivery and installation, and an operating reserve are separate lines in one $30,000 plan. A reserve line is not padding; it is what keeps a slow week or a late delivery from turning a funded project into a cash problem.

Tell the review the pattern up front. Restaurant revenue is seasonal, and four complete statement months show the dip and the recovery together. A request sized to the documented gap, with payments tested against the slow weeks, is built for that pattern instead of being surprised by it.

Yes, if the season is why you are applying. Temporary labor is a real, dated cost of a busy season, the same way the equipment quote is. List the weeks you will staff up and what it costs, and the review can weigh it as part of one seasonal plan rather than a vague request for extra cash.

Early enough that delivery, installation, and inspection can finish before the rush — which usually means applying while the current season still looks calm. A decision can come in as little as 4 hours on a complete file, but the equipment vendor's calendar, not the funding, is usually the slow part.

It can cover the documented costs in your plan, and a vendor deposit with a written quote and delivery date is a documented cost. Bring the quote showing the deposit, the balance due, and the delivery window, so the request matches the vendor's schedule instead of a guess.

Write the week down before you apply: the extra food orders, the added shifts, any catering or large-party commitments, and the equipment that cannot fail during it. Price those dated costs against this page's budget method — quote, delivery and installation, and operating reserve as separate lines — and size the request to the gap that week creates, so the money is in place before the rush instead of chased during it.

Decide which pieces the holiday weeks proved are at the end of their life, and get written quotes for them while the evidence is fresh. A quote with delivery and installation priced turns next season's replacement from a guess into a budget line, and this page's example shows how that line sits beside a reserve inside one plan.

Yes, when each cost is listed with its own date. Food orders and temporary labor are both dated costs of the same busy weeks, and a request that shows the order dates beside the shift dates lets the review judge one holiday plan instead of two vague ones. Keep the operating reserve as its own line, the way this page's budget does.

Because the slow parts are rarely the funding. A complete file can earn a decision in as little as 4 hours, but vendor delivery, installation, and inspection run on the vendor's calendar, and holiday weeks shorten everyone's working days. Applying while November still has ordinary weeks left keeps those calendars on your side.

Get the delivery window in writing and count the business days honestly: holiday closures remove days from the vendor's week and from yours. If the window lands after your busiest week, the plan changes — a deposit schedule, a temporary workaround, or a different order date — and it is far cheaper to learn that from the quote than from an empty kitchen slot.

Test the schedule against January before you sign, not December. Holiday receipts flatter any payment; the first slow weeks of the new year are the honest test. Hold the proposed payment against a slow week's deposits after payroll, rent, and food costs, and raise any mismatch while the offer can still be reshaped.