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Professional Services & Tax Practice Capital
Structured working capital for professional practices carrying busy season staffing, payroll against extended collection cycles, annual licensing and coverage renewals, and the acquisition of a retiring practitioner's book of business.
ELIGIBLE OPERATORS
- •CPA and accounting firms
- •Tax preparation practices
- •Law firms
- •Consulting and advisory firms
- •Bookkeeping and outsourced CFO practices
- •Engineering and architecture firms
CAPITAL USED FOR
- •Busy season staffing and training
- •Payroll ahead of collections
- •Book of business acquisition
- •Practice management software and licensing
- •Annual E&O and license renewals
- •Additional office locations
CAPITAL USED FOR
- •Busy season staffing and training
- •Payroll ahead of collections
- •Book of business acquisition
- •Practice management software and licensing
- •Annual E&O and license renewals
- •Additional office locations
Estimate Your Capital Need
Capital Needs Assessment. Professional Services & Tax
Enter your operating profile to estimate your working capital gap and recommended facility structure.
Estimated Capital Profile
Billing cycle gap
$675,000
Revenue held in the collection cycle
Payroll exposure
$200,000
Monthly payroll obligations
Estimated capital gap
$883,000
Identified capital need
This figure reflects the working capital held up between the point work is performed and the point clients pay, measured against payroll and fixed overhead that run every month regardless of collection timing. Professional practices typically structure around this gap with a working capital line drawn during busy season and repaid as receivables clear, rather than a fixed term loan sized to a single month. A typical first facility ranges from $150,000 to $500,000 depending on billing volume, collection cycle length, and how concentrated your revenue is across the year. 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 Professional Services and Tax Practices
We work with established professional practices managing twelve months of payroll, licensing, and fixed overhead against revenue that concentrates into a handful of months.
- CPA and accounting firms: running compilations, audits, and advisory work alongside a compressed filing season that carries the year.
- Tax preparation practices: staffing up in December and January for volume that bills in March and April and collects later still.
- Law firms: carrying matters, contingency work, and partner draws against client payment terms the firm does not control.
- Consulting and advisory firms: staffing engagements ahead of milestone billing and waiting on enterprise accounts payable cycles.
- Bookkeeping and outsourced CFO practices: running recurring monthly engagements with fixed staffing costs and clients who pay on their own schedule.
- Engineering and architecture firms: carrying design and drawing phases well ahead of the billing milestones that release payment.
Most clients generate $200K to $1M+ in monthly revenue and carry recurring client engagements with defined billing cycles.
Typical Working Ranges
Seasonal staffing and operating liquidity.
Practice expansion and technology upgrades.
Acquisition of books of business and multi-office growth.
All structures are tailored to your collection cycle, seasonal revenue concentration, and partner distribution schedule.
Where Capital Is Deployed
- Busy season hiring and seasonal staff training
- Payroll carried against extended collection cycles
- Acquisition of a retiring practitioner's book
- Practice management and tax software licensing
- Annual E&O coverage and license renewals
- Additional office locations and buildout
- Partner draws held steady through the off-season
Structured Review Process
- 1.Review of practice profile, billing cycle, and seasonal revenue pattern
- 2.Review of recent business performance
- 3.Capital structure options presented
- 4.Facility structured around your collection cycle and busy season calendar
A Capital Advisory Approach
We work directly with private capital sources and specialty lenders who understand professional practices. That means funding structured around realization and collection timing, revenue that concentrates into a short season, and the recurring engagement base that sits underneath it. Not generic terms from a bank that doesn't know the industry.
- Facilities sized to your billing cycle, not a single month of revenue
- Draw and repayment timed to when client payments actually clear
- Structures that account for partner draws and annual renewal obligations
- Long-term capital access as operations expand
Illustrative Structures
Illustrative examples of how capital is typically structured in this sector. These are composite scenarios for reference, not past engagements.
Situation
A multi-partner CPA practice billing roughly $450K per month during filing season needed to hire and train fourteen seasonal preparers beginning in December. Payroll and training costs ran for four months before the corresponding fees were billed, and average collection was sitting near 62 days after that. Partner draws had already been reduced twice to hold the gap.
Structure Deployed
A $400,000 working capital line was structured against the firm's recurring engagement base, with draws available from November through April and repayment tied to the collection curve running May through August. Pricing was set on drawn balances only, so the line carried no cost through the firm's quiet months.
Outcome
The practice staffed to full seasonal headcount without reducing partner draws and cleared the line as spring receivables came in. The same facility renewed ahead of the following season without a new underwriting cycle.
A multi-partner CPA practice billing roughly $450K per month during filing season needed to hire and train fourteen seasonal preparers beginning in December. Payroll and training costs ran for four months before the corresponding fees were billed, and average collection was sitting near 62 days after that. Partner draws had already been reduced twice to hold the gap.
A $400,000 working capital line was structured against the firm's recurring engagement base, with draws available from November through April and repayment tied to the collection curve running May through August. Pricing was set on drawn balances only, so the line carried no cost through the firm's quiet months.
The practice staffed to full seasonal headcount without reducing partner draws and cleared the line as spring receivables came in. The same facility renewed ahead of the following season without a new underwriting cycle.
Situation
A tax and advisory firm had an opportunity to acquire the book of a retiring practitioner serving approximately 600 returns, with the seller requiring a substantial payment at closing. The revenue would not begin transferring until the following filing season, roughly seven months out. The firm also needed to absorb two of the seller's staff immediately to retain the client relationships.
Structure Deployed
A $650,000 facility was structured in two parts: an acquisition tranche funded at closing and a working capital tranche available for staffing and retention through the transition period. Amortization was set to begin after the first full filing season, aligning repayment with the point the acquired revenue actually reached the firm.
Outcome
The acquisition closed on the seller's timeline and client retention through the first season held above the firm's underwriting assumption. The working capital tranche was repaid from season collections and the acquisition tranche moved onto a conventional amortizing schedule.
A tax and advisory firm had an opportunity to acquire the book of a retiring practitioner serving approximately 600 returns, with the seller requiring a substantial payment at closing. The revenue would not begin transferring until the following filing season, roughly seven months out. The firm also needed to absorb two of the seller's staff immediately to retain the client relationships.
A $650,000 facility was structured in two parts: an acquisition tranche funded at closing and a working capital tranche available for staffing and retention through the transition period. Amortization was set to begin after the first full filing season, aligning repayment with the point the acquired revenue actually reached the firm.
The acquisition closed on the seller's timeline and client retention through the first season held above the firm's underwriting assumption. The working capital tranche was repaid from season collections and the acquisition tranche moved onto a conventional amortizing schedule.