Care is delivered today and paid for weeks later. A practice carries staff and supplies through that gap. Apply in five minutes; funding can arrive in as little as 24 hours.
Apply Now →Physicians, therapists, chiropractors, specialty clinics and urgent-care operators deliver care before payment arrives. Most of a practice's revenue comes through insurers and other payers, each with its own submission rules and its own timing. A claim may be paid in a few weeks, delayed for a correction, denied and resubmitted, or paid in part.
Meanwhile, nurses, front-desk staff, billing staff and the lease do not wait. A practice with a full schedule can have an empty account if enough claims are in process at the same time.
| Step | Cash effect |
|---|---|
| Visit and treatment | Staff and supplies are paid on the practice's calendar |
| Claim submission | Revenue is recorded but not yet in the bank |
| Payer review | Weeks may pass; questions or corrections extend the wait |
| Payment or denial | A denial restarts the process |
| Patient balance | The portion owed by the patient is collected over time |
A practice that adds new providers or a new location feels this most, because their claims have to move through the cycle before they generate cash.
Staff are paid on schedule while claims are pending. This is the most common reason a practice looks at working capital.
Exam tables, diagnostics, imaging, lab equipment and electronic records systems are large purchases that increase capacity or compliance.
A new physician or a second office adds payroll and rent before it adds revenue. Credentialing with payers can take time before billing begins.
Three questions make a working-capital plan concrete. First, how many days of expenses does the practice carry in the bank right now, and how many days does a typical claim take to pay? Second, which payers are slowest, and are they a large share of volume? Third, is the need a one-time purchase, such as equipment, or a recurring gap in the payment cycle?
The answers shape what you ask for and how you use it. A one-time purchase wants a single draw sized to the equipment. A recurring gap wants a cushion sized to the weeks of payroll you are carrying. The application is where you explain which one you have.
For illustration only, with round numbers and no relation to our terms: a practice adds a nurse practitioner at a monthly cost of $9,000. Credentialing takes two months and the first claims take another month to pay, so the practice carries roughly $27,000 before revenue from the new provider arrives.
Working capital is for operating needs, not for patient-care decisions. Clinical and compliance matters stay entirely with you and your licensing and payer relationships. Sole proprietors can apply, including solo practitioners. The application takes about five minutes and uses a soft credit pull. Funding runs from $25,000 to $5,000,000, and can arrive in as little as 24 hours.
Yes. Bridging the reimbursement lag is the core use. Funding can arrive in as little as 24 hours.
Equipment and technology purchases are ordinary uses.
Yes. Sole proprietors can apply.
Practices of different kinds can apply. You describe yours on the application.
From $25,000 to $5,000,000.
Three months of business bank statements and a 5-minute application. FICO 500+ considered. $25,000 to $5,000,000, funded in as little as 24 hours.
Apply Now →It takes about two minutes and it will not affect your credit score.
No obligation • No impact to your credit score
