When banks can’t give you the funds you need, look to commercial finance companies for help.

By Crystal Detamore-Rodman

By the mid-1990s, Princeton Laundry had fallen on hard times. Despite a healthy client roster—it catered to New York City hotels—the rising costs of operating in Manhattan had taken a toll. A steep mortgage and mounting maintenance expenses for its commercial co-op space made it exceedingly difficult to sustain the operation. To make matters worse, the commercial laundry, owned by the Garlasco family for three generations, was behind on its taxes.

“Our accountant kept telling us, ‘Your business is profitable, but where you’re located [is] driving you out of business,’” recalls Kevin Garlasco, 42, the company’s treasurer and managing partner. Heeding the warning, the family made a move in a dramatic new direction—a 20-minute drive north to the Bronx, where community leaders were dangling business incentives for economic growth. There, the Garlascos built a new production facility that opened in 1997.

Leaving Manhattan was only a temporary solution, though. Even after Kevin, his father, Larry, and brothers John and Michael mortgaged their homes for funding, the family still needed a large infusion of working capital to stabilize the company. Unfortunately, traditional creditors were wary of recent financial hiccups, though the business had been around since 1918. “We tried going to banks,” says Kevin, “and it was always the same thing: They wouldn’t give us a loan because we were in a tight situation and a little behind in paying our taxes. We were falling into a hole.”

The answer to their financial woes was a commercial finance company, Business Alliance Capital, in Princeton, New Jersey. Business Alliance provided a $600,000 revolving line of credit secured by accounts receivable. “We laid everything out on the table with them, and it wasn’t a pretty situation at that time,” Kevin remembers. “It’s gotten drastically better. We were able to clear up our taxes, and now we’re running our business much more efficiently.” Indeed, the family firm grew approximately 30 percent to annual sales of $7 million over the years following the 1998 funding intervention, which also included about $500,000 in equipment financing.

A Different Breed
While Business Alliance Capital obviously saw growth potential, it didn’t place blind faith in the struggling business. Finance companies are simply a different breed of lender than more mainstream creditors, such as banks.

Nonbank lenders such as Business Alliance Capital advance funds based on a percentage of a firm’s assets—usually 25 percent to 60 percent for inventory and 75 percent to 85 percent for accounts receivable—and when that firm’s receivables are paid, the cash is turned over to the lender to pay down the loan. Because the loans are secured by assets, finance companies can lend to businesses with irregular cash flows, even losses—the very borrowers banks try to avoid.

Banks are principally cash-flow lenders, leaving many highly leveraged companies and those with sporadic growth outside their financing domain. Although there was a time when only troubled companies resorted to asset-based funding, it’s an increasingly common financing strategy for businesses with fluctuating capital needs.

Part of the appeal of asset-based lenders is their willingness to give space to borrowers going through rough patches. Banks routinely impose financial covenants on borrowers to monitor operating performance, dictating such things as minimum-working-capital balances and debt-to-equity ratios. Depending on the extent of the covenants, a business may be just one financial misstep away from losing critical funding. Finance companies, in contrast, rarely use the kinds of restrictive covenants that accompany cash-flow loans, instead touting themselves as stable financing sources, even if a company’s circumstances take a negative turn. Ted Kompa, president and CEO of Business Alliance Capital, says, “The company, from a standpoint of calling a loan for financial performance, would have to be in pretty dire straits for a properly secured finance company to want to take action.”

The Cost of Convenience
The simplicity, however, comes at a price. While competition has helped drive down the cost of asset-based credit, small loans may run 15 percent to 28 percent. Both risk- and collateral-monitoring requirements figure heavily in the total asset-based funding cost. For instance, a business that generates a large volume of small invoices typically pays a monthly collateral-monitoring fee ranging from 0.25 percent to 0.5 percent. On top of those fees, prepayment penalties are standard to deter borrowers from refinancing with a bank if creditworthiness improves.

It’s quite common for businesses to get bank loans once their financial situation progresses. Princeton Laundry isn’t one of them, however, despite now having more secure financial footing. Kevin Garlasco says the higher costs are a small price to pay for peace of mind during periods of market volatility, such as the months following the 9/11 terrorist attacks, which dealt a severe blow to the commercial laundry’s core constituency: New York City hotels. “Sales did slow down, but we got through it. If I were with a bank,” he says, “[it] probably would have been breathing down my neck.”

Along with higher fees, finance companies have more arduous reporting requirements. Lenders may require daily reports on sales and collections to establish how much funding a business can draw against its assets; in determining borrowing capacity, lenders subtract ineligible assets, such as past-due receivables. On a positive note, the rigorous reporting forces owners to examine key aspects of their operations. “They may see receivables getting old, but maybe they haven’t looked to see why,” says business advisor Debra Pauli, president of Corporate Financial Solutions in Atlanta. “This lending program forces entrepreneurs to understand intimate details of their businesses. A business is [all about] asset management from cash flow, and that’s what this lending program is all about.”

The lesson isn’t lost on Kevin Garlasco, who knows he has to actively manage receivables to keep the funds flowing. “Anything over 90 days, that money is not available to borrow,” he says. “So I really have to keep control of my customers and keep them paying.”

Crystal Detamore-Rodman is a Charlottesville, Virginia, writer who covers the small-business finance market.