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IT & Technology
IT & Technology Services Capital
Structured working capital for hardware and licensing procurement, engineer payroll between billing milestones, enterprise contract mobilization, and MSP contract base acquisition.
ELIGIBLE OPERATORS
- •Managed service providers
- •IT integrators and VARs
- •Software development firms
- •Cybersecurity services companies
- •Cloud and infrastructure consultancies
- •Telecom and low-voltage contractors
CAPITAL USED FOR
- •Hardware and licensing procurement
- •Engineer payroll between milestones
- •Enterprise contract mobilization
- •Client onboarding and migration
- •Cloud and certification commitments
- •MSP contract base acquisition
CAPITAL USED FOR
- •Hardware and licensing procurement
- •Engineer payroll between milestones
- •Enterprise contract mobilization
- •Client onboarding and migration
- •Cloud and certification commitments
- •MSP contract base acquisition
Estimate Your Capital Need
Capital Needs Assessment. IT & Technology
Enter your operating profile to estimate your working capital gap and recommended facility structure.
Estimated Capital Profile
Contract payment gap
$900,000
Revenue held in the collection cycle
Payroll exposure
$280,000
Monthly engineer payroll obligations
Estimated capital gap
$1,184,000
Identified capital need
This figure reflects the capital carried between the point where your team delivers and the point where your clients pay. In technology services that distance is rarely a collections problem. It is structural. Hardware and licensing are purchased on your balance sheet before the client is billed, engineers are paid every cycle while milestones bill on completion, and enterprise and public sector procurement moves on its own schedule. Operators in this sector typically structure against recurring contract revenue and scheduled billing rather than against a single receivable, which keeps the facility sized to the contract base instead of to one deployment. A typical first facility ranges from $150K to $600K depending on contract mix, payroll load, and client payment terms. 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 IT & Technology Companies
We work with established technology services firms managing continuous engineer payroll, hardware and licensing obligations, and client contracts that bill on terms longer than their cost cycle.
- Managed service providers carrying recurring contract bases and continuous onboarding cost
- IT integrators and VARs procuring hardware and licensing ahead of client billing
- Software development and engineering firms with milestone-billed enterprise work
- Cybersecurity services companies running retained and project engagements in parallel
- Cloud and infrastructure consultancies holding platform and tooling commitments
- Telecom, low-voltage, and technology staffing firms billing against extended client terms
Most clients generate $200K to $1M+ in monthly revenue and hold active client contracts with established billing history. This is capital for operating technology businesses with revenue already on the books. It is not venture funding for pre-revenue product companies.
Typical Working Ranges
Payroll bridge and project mobilization.
Hardware procurement and contract ramp-up.
Enterprise deployments and MSP acquisition.
All structures are tailored to contract mix, billing schedule, and client payment terms.
Where Capital Is Deployed
- Hardware and licensing purchased before billing
- Engineer payroll between project milestones
- Enterprise and government contract mobilization
- New client onboarding and migration costs
- Cloud, tooling, and certification commitments
- Acquisition of another provider's contract base
- Bridging net 45 to net 90 client terms
Structured Review Process
- 1.Initial conversation about your contract base, billing terms, and current obligations
- 2.Review of recent business performance
- 3.Capital structure options presented
- 4.Facility structured around your billing schedule and deployment calendar
A Capital Advisory Approach
We work directly with private capital sources and specialty lenders who understand technology services. That means funding structured around recurring contract revenue, milestone billing schedules, and hardware procured months ahead of client payment. Not generic terms from a bank that doesn't know the industry.
- Structures built around recurring and milestone-billed revenue
- Terms that account for enterprise and public sector payment cycles
- Direct access to the people making the decision
- 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 24-person IT integrator running $480K in monthly revenue was awarded a multi-site network refresh for a regional health system. The contract required roughly $310K in switching hardware and three-year licensing to be purchased and staged before any portion could be billed, against net 45 enterprise terms. Engineer payroll for the deployment crew ran the entire time the equipment sat in the warehouse.
Structure Deployed
A $500K structured credit facility was put in place, drawn in two tranches timed to the procurement schedule rather than funded in a single lump. The line was sized against the signed contract value and the firm's recurring support revenue, with repayment aligned to the client's milestone billing dates instead of a fixed weekly cycle.
Outcome
Hardware was ordered on the original manufacturer lead time, the deployment held its schedule, and payroll was never carried out of operating reserves. The facility stayed open after the project closed and was drawn again for the next two deployments without a new review.
A 24-person IT integrator running $480K in monthly revenue was awarded a multi-site network refresh for a regional health system. The contract required roughly $310K in switching hardware and three-year licensing to be purchased and staged before any portion could be billed, against net 45 enterprise terms. Engineer payroll for the deployment crew ran the entire time the equipment sat in the warehouse.
A $500K structured credit facility was put in place, drawn in two tranches timed to the procurement schedule rather than funded in a single lump. The line was sized against the signed contract value and the firm's recurring support revenue, with repayment aligned to the client's milestone billing dates instead of a fixed weekly cycle.
Hardware was ordered on the original manufacturer lead time, the deployment held its schedule, and payroll was never carried out of operating reserves. The facility stayed open after the project closed and was drawn again for the next two deployments without a new review.
Situation
A managed service provider at $720K in monthly revenue had the opportunity to acquire a smaller regional MSP's book of 38 recurring support contracts. The seller wanted the majority of the purchase price at close. The recurring revenue would not begin transferring for 60 to 90 days, and onboarding the accounts required additional engineers hired before the first dollar arrived.
Structure Deployed
A $1.2M structure was assembled combining a conventional term facility against the acquired contract base with a smaller bridge component covering the onboarding window. The bridge portion was sized to the transition period only and retired as contracts converted, leaving the term facility amortizing against the recurring revenue it had funded.
Outcome
The acquisition closed on the seller's timeline. Engineers were hired ahead of the transfer, and retention through onboarding held above the provider's internal threshold. Monthly recurring revenue rose by roughly $130K, and the bridge component was fully retired within the transition window.
A managed service provider at $720K in monthly revenue had the opportunity to acquire a smaller regional MSP's book of 38 recurring support contracts. The seller wanted the majority of the purchase price at close. The recurring revenue would not begin transferring for 60 to 90 days, and onboarding the accounts required additional engineers hired before the first dollar arrived.
A $1.2M structure was assembled combining a conventional term facility against the acquired contract base with a smaller bridge component covering the onboarding window. The bridge portion was sized to the transition period only and retired as contracts converted, leaving the term facility amortizing against the recurring revenue it had funded.
The acquisition closed on the seller's timeline. Engineers were hired ahead of the transfer, and retention through onboarding held above the provider's internal threshold. Monthly recurring revenue rose by roughly $130K, and the bridge component was fully retired within the transition window.