Your lender has a box.
Your business doesn't fit it.
We know who does.
Every lender funds certain industries, in certain states, at certain ticket sizes, to certain credit. Fall outside any one of those and the answer is no, often with little explanation and no referral. Capital Sources knows which lenders adapt to a situation like yours, and how to present it so it gets a real look.
The $10,000 treatment plan was approved by the doctor and declined by the card. The patient who could have paid cash got the credit. The one who needed it walked.
One card, one credit tier. Everyone below it is a case that never converts, and after enough of those the front desk stops offering financing at all.
Your competitor's quote has a monthly payment on it. Yours has a lump sum. The equipment is the same.
The buyer is not comparing machines; they are comparing what it costs this month. Financing offered with the quote wins the order. Financing offered later loses it.
You carry your own customers' paper. It performs. Your bank still calls it a problem.
A performing book of receivables is an asset someone should be lending against, or buying. The right lender sees it that way. Your current one does not.
A straight answer on whether a fit exists. Not a guarantee that one does.
Tell us what you sell or what you need to finance, roughly how much, and where. In the industries where we have history, we can usually tell you quickly whether there is a lender for it. In a specialty situation it takes longer, because the right lender has to be found and asked, and we will tell you that up front rather than guess. No honest intermediary makes guarantees; what you get is the judgment of leadership that has underwritten, funded and serviced this paper, and that will tell you no if no is the answer.
Four decades on every side of the table: lender, originator, servicerOwner-operated; you deal directly with the person who decidesNo upfront fees to the business; the lender pays us
You sell something customers pay for over time, or you already carry the paper yourself.
- 01Point-of-sale financing for practices, contractors, dealers and retailers, matched to the lender whose credit box fits; for medical practices, lenders stacked by credit tier so a decline at one lender becomes a second look at the next.
- 02Equipment finance and factoring for vendors selling to businesses, and for businesses whose invoices pay slowly.
- 03In-house receivables: sell the book, borrow against it, or run it better.
You hold the paper and need capital behind it.
- 01Warehouse and pledged-asset facilities for originators carrying consumer receivables.
- 02Portfolio sales and forward flow: one-time or recurring liquidity for a seasoned book.
- 03Servicing and custodial introductions for originators that want to own the loans, not the back office.
Lenders underwrite by industry. Knowing yours tells us who to call before we know anything else.
Elective medical and dental · Home improvement and home services · Powersports, marine and RV · Memberships, resorts and future service · Consumer goods and direct retail · Business equipment, construction through robotics · Professional services and specialty · Operators financing their own customers. If yours is not here, ask; the list shows where we have history, not the limit of what can be placed.
- Established 2014, Canton, Ohio
- Owner-operated; no committees, no handoffs
- Does not lend its own money; carries no credit risk
- Intermediary, and consultant where separately engaged
The leadership at Capital Sources has sat in every chair at the table.
Capital Sources was established in 2014 and is owned and run by its leadership, whose career spans more than four decades in consumer and specialty finance: running a lending branch, leading a national indirect installment lender that funded dealer and practitioner programs, founding an origination platform that served dealers and medical practices nationwide, and serving as a senior executive of a multi-state operator carrying a large book of in-house receivables, with responsibility for the systems and servicing beneath it.
That leadership has underwritten the paper, funded it, serviced it, and sat on the operator's side deciding whether to keep it or sell it. The firm does not lend its own money and does not carry credit risk. It acts as an intermediary, and, where separately engaged in writing, as a consultant.
Four steps. No retainer. It starts with a conversation.
The conversation
A short call to identify what you need and learn a little about your business: what you sell, roughly how much, where, and what you offer for financing today. In industries where we have history, you will usually know quickly whether there is a fit; in a specialty situation we tell you how long finding out will take.
Go to work, under an NDA
If the conversation shows something we can work on, we say so and go to work on finding what you need. We prefer a mutual NDA at this point so information can move freely in both directions. If it is not something we can place, we tell you that plainly instead.
Lender introductions
We identify the lenders we believe are a good fit and introduce you. From there the lenders gather the information they need directly from you. In standardized industries a lender may provide a pricing sheet early; in others, pricing follows the lender's review.
Agreement and funding
The agreement is between you and the lender. The lender completes its underwriting, documents the program, and funding begins. Capital Sources does not drive or sit in the middle of that process; once the program is funded it runs between you and the lender, compliance with the program terms is the lender's and your responsibility, and we remain available if the relationship needs attention.
How we are paid. The lender compensates us. We charge the business no application, enrollment, processing or retainer fee, and we have not seen a lender charge one either; we work to keep it that way, but cannot promise it for every lender. If you ask whether the lender pays us, the answer is yes, and we confirm it in writing before any introduction is made. Consulting engagements are separate, fee-based, and agreed in writing before work begins.
Written for operators and credit officers, not for search engines.
Hypothecation or asset sale: what the choice does to your balance sheet
When to keep the paper and borrow against it, when to sell it outright, and how lenders price each.
For dealersWhat a lender actually looks for in a dealer program
Ticket size, margin, delivery at signing, complaint profile: the factors that get a program approved, and the two that get it declined before anyone reads the financials.
For practicesWhy a single financing card loses you the second-tier patient
A waterfall of lenders by credit tier, and what it does to treatment acceptance in an elective practice.
Tell us what doesn't fit.
What you sell or need to finance, roughly how much, and in which states. Inquiries are read by the firm's leadership, not a sales desk, and you get a plain answer: whether there is likely a lender for it, and roughly how long finding out should take.