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Self-Care & Aesthetics Capital
Structured working capital for treatment equipment, room and suite buildout, provider payroll ahead of a full book, and additional locations.
ELIGIBLE OPERATORS
- •Medical spas and aesthetic clinics
- •Dermatology and cosmetic practices
- •Salons and multi-chair studios
- •Wellness and recovery centers
- •Injectable and laser providers
- •Multi-location self-care groups
CAPITAL USED FOR
- •Laser and body contouring equipment
- •Treatment room and suite buildout
- •Provider payroll during ramp
- •Injectable and product inventory
- •Marketing and patient acquisition
- •Additional locations and acquisition
CAPITAL USED FOR
- •Laser and body contouring equipment
- •Treatment room and suite buildout
- •Provider payroll during ramp
- •Injectable and product inventory
- •Marketing and patient acquisition
- •Additional locations and acquisition
Estimate Your Capital Need
Capital Needs Assessment. Self-Care & Aesthetics
Enter your operating profile to estimate your working capital gap and recommended facility structure.
Estimated Capital Profile
Ramp carry
$525,000
Revenue carried while new capacity fills
Provider payroll exposure
$105,000
Monthly provider and staff payroll
Estimated capital gap
$661,500
Identified capital need
This figure reflects the capital carried between the moment new capacity is added and the moment it fills. Aesthetic and self-care operators collect at the point of service, so the pressure is rarely a receivable. It is that a laser, a treatment room, or a new injector costs everything up front and pays back one appointment at a time. Capital in this sector is typically structured with equipment handled on its own terms and a separate facility covering payroll, product, and marketing through the ramp. A typical first facility ranges from $150,000 to $550,000 depending on room count, provider mix, and how long new capacity takes to fill. Enter your contact information below to see how this would be structured for your operation.
Request a Capital Review. A capital advisor will review your assessment and follow up to discuss structure options.
Estimates are for advisory reference only. All structures subject to full financial review.
Built for Active Self-Care & Aesthetics Practices
We work with established aesthetic and self-care operators who put providers, equipment, and product in place before the appointments that pay for them are on the book.
- Medical spas and aesthetic clinics offering injectable and device-based treatments
- Dermatology and cosmetic practices adding elective service lines
- Salons and multi-chair studios operating on commission or booth rental models
- Wellness, recovery, and body contouring centers with membership programs
- Independent injectors and laser providers scaling beyond a single room
- Multi-location self-care groups expanding into additional markets
Most clients generate $200K to $1M+ in monthly revenue and operate a fixed treatment facility with recurring appointment volume.
Typical Working Ranges
Equipment, product inventory, and provider ramp.
Treatment room buildout and service line expansion.
Additional locations, acquisition, and full facility development.
All structures are tailored to equipment cost and the time new capacity takes to fill.
Where Capital Is Deployed
- Laser, energy device, and body contouring equipment
- Treatment room and suite buildout
- Provider payroll ahead of a full book
- Injectable and retail product inventory
- Patient acquisition and marketing
- Practice management and clinical systems
- Additional locations and practice acquisition
Structured Review Process
- 01Review of service mix, appointment volume, and provider capacity
- 02Review of recent business performance
- 03Capital structure options presented
- 04Facility sized to equipment cost and expected ramp period
A Capital Advisory Approach
We work directly with private capital sources and specialty lenders who understand aesthetic and self-care operations. That means funding structured around devices that cost six figures and pay back per appointment, providers who go on payroll before their chairs fill, and product that is paid for long before it is used. Not generic terms from a bank that doesn't know the industry.
- Equipment structured on its own terms, separate from working capital
- Facilities sized to the ramp period, not calendar terms
- Capacity to staff and stock a new room before it books
- Long-term capital access as operations expand
Representative Structures
Selected engagements from recent capital structuring work. Identifying details have been generalized for confidentiality.
Situation
A medical spa at $380K in monthly revenue across 9 treatment rooms was adding a body contouring line. The device package came to $310K. Two injectors had to be hired and credentialed roughly two months before their books would fill, and injectable inventory for the new service had to be purchased and sitting on the shelf before the first appointment. Collections were same day, so nothing was owed to the practice, but every cost landed before the revenue did.
Structure Deployed
Capital was split into two parts. A $310K asset-based portion covered the contouring devices, secured by the equipment and amortized over its useful life. A $200K structured facility covered injector payroll, product inventory, and patient acquisition through the ramp, drawn in stages against the hiring and launch schedule rather than taken as a lump sum.
Outcome
The service line launched with both injectors in place and full inventory rather than opening at half capacity. The ramp facility was retired in five months once the new rooms reached normal booking density, and the equipment portion continued amortizing against the treatments it produced.
A medical spa at $380K in monthly revenue across 9 treatment rooms was adding a body contouring line. The device package came to $310K. Two injectors had to be hired and credentialed roughly two months before their books would fill, and injectable inventory for the new service had to be purchased and sitting on the shelf before the first appointment. Collections were same day, so nothing was owed to the practice, but every cost landed before the revenue did.
Capital was split into two parts. A $310K asset-based portion covered the contouring devices, secured by the equipment and amortized over its useful life. A $200K structured facility covered injector payroll, product inventory, and patient acquisition through the ramp, drawn in stages against the hiring and launch schedule rather than taken as a lump sum.
The service line launched with both injectors in place and full inventory rather than opening at half capacity. The ramp facility was retired in five months once the new rooms reached normal booking density, and the equipment portion continued amortizing against the treatments it produced.
Situation
A multi-chair studio group at $240K in monthly revenue was opening a third location. Buildout, chairs, stations, and retail inventory came to roughly $260K, and the site would carry rent and a partially commissioned staff for about a quarter before the book supported it. Existing locations were performing but held no reserve large enough to absorb the opening.
Structure Deployed
A $250K bridge facility covered buildout, fixtures, opening inventory, and staff cost through the ramp at the third location, sized to retire as that site reached the booking density of the existing two. A smaller $100K revolving line was kept in place against ongoing product purchasing so the expansion did not draw down normal operating stock.
Outcome
The third location opened fully built and staffed rather than in phases. The bridge portion retired over two quarters as the new site reached run rate, and the revolving line remained available for seasonal product buying across all three studios.
A multi-chair studio group at $240K in monthly revenue was opening a third location. Buildout, chairs, stations, and retail inventory came to roughly $260K, and the site would carry rent and a partially commissioned staff for about a quarter before the book supported it. Existing locations were performing but held no reserve large enough to absorb the opening.
A $250K bridge facility covered buildout, fixtures, opening inventory, and staff cost through the ramp at the third location, sized to retire as that site reached the booking density of the existing two. A smaller $100K revolving line was kept in place against ongoing product purchasing so the expansion did not draw down normal operating stock.
The third location opened fully built and staffed rather than in phases. The bridge portion retired over two quarters as the new site reached run rate, and the revolving line remained available for seasonal product buying across all three studios.