Construction business financing
priced to the project, not the bank.

Construction businesses operate inside a capital structure no other industry quite matches. The senior debt sits on the asset — construction loans against the property, equipment loans against titled machines, real estate financing for the developer's portfolio. The operating capital sits in the company — payroll, mobilization, material commitments, bonding collateral, the working capital that absorbs the 30-to-90-day gap between cost incurred and pay app received. Banks fund the first half well and the second half poorly. Most construction businesses that fail don't fail because they lost money on a project — they fail because they ran out of operating cash between projects.

Goliath operates entirely in the operating layer. We don't replace your construction loan, your equipment lender, or your real estate financing. What we do is fund the working capital that sits above all of those products — bid bond collateral, mobilization on the next award, draw-bridges across slow-paying owners, acquisition working capital on the next consolidation, partner buyouts, equipment cash purchases when the title lender pauses, and the recurring float a healthy construction business needs to bid bigger and faster than the competition. We underwrite from operating bank deposits rather than from project pledges, which means our funding doesn't notify your owner, your surety, or your senior lender. The capital arrives quietly and goes to work the same week.

What we fund inside a construction business

Bid bond and performance bond collateral on public-works and large commercial work, including funding sent directly to the surety collateral account. Mobilization capital sized to the specific project: material deposits, permit and impact fees, site setup costs, equipment mobilization expenses, and the 30-to-60-day labor float before pay app one. Draw-bridge capital across slow-paying GCs, owners, and developers, sized to the receivable and retired as the draw arrives. Equipment working capital — cash for down payments on excavators, lifts, telehandlers, and work trucks when the title lender's offer doesn't cover the full ask. Pre-development capital for developers ahead of senior loan closing, including land acquisition deposits, design and engineering fees, entitlement spending, and consulting fees. Equity gap capital on smaller developments inside the senior loan structure. Acquisitions of smaller competitors and sub-trade roll-ups. Partner buyouts, equity recapitalizations, and key-employee equity buyouts. Payroll bridges across project transitions. Tax payment plan settlements and vendor consolidation positions.

What we don't ask for

We don't pull hard credit during pre-qualification. We don't require AIA documentation, signed change orders, or pay app history. We don't notify your owner, your GC, your surety, your equipment lender, or your construction senior lender. We don't file UCCs against specific projects on positions under $500K. We don't require tax returns, audited financials, or a CPA-prepared business valuation. We underwrite from operating bank statements, time in business, and the texture of the construction mix and customer concentration — the variables that actually predict repayment in a project-driven business.

A construction company's bank statements are unlike anything else in small business lending. Deposits arrive in irregular six-figure or seven-figure clusters tied to monthly pay apps and milestone draws. Outflows spike when material orders hit, when bi-weekly payroll runs, when subcontractor payments cycle, when bonding premiums settle, and when project-completion expenses concentrate before retainage release. The same business can show $80K in deposits one month and $1.4M the next without anything fundamentally changing about the underlying operation. Generic underwriting algorithms read this volatility as risk. Our underwriters read it as a healthy construction operating profile and price accordingly.

The strongest construction files share a few signatures: a recurring set of pay-app deposits from two or more major customers, payroll outflows that scale predictably with revenue, vendor and sub payments that show ongoing trade relationships, recurring bond and insurance payments that stay current, and an NSF count that stays in the low single digits even during heavy mobilization or material order weeks. We can underwrite around messier files — contractors with one slow project, contractors with mid-payment-plan tax obligations, contractors with old mechanic's liens — but cleaner files always price more aggressively.

Construction segments we fund every week

Custom home builders, spec builders, and design-build firms from $2M to $50M annual revenue. Multifamily developers operating their own construction arm or running on tight schedules with third-party GCs. Commercial GCs across office, industrial, retail, hospitality, healthcare, and educational construction. Public-works and federal contractors operating against DOT, state agency, and military contracts. Civil and site work contractors with heavy equipment overhead and large mobilization needs. Structural concrete and steel operators running multiple crews and large material commitments. MEP primes and second-tier subs across all building types. Specialty trades including drywall, painting, flooring, roofing, glazing, fire protection, and low-voltage at scale. Modular and prefab manufacturers with their own assembly facilities. Disaster restoration and reconstruction contractors operating against insurance settlements. Self-perform developers and design-build firms running integrated project delivery.

Common construction funding scenarios

A public-works contractor wins a $4M state DOT contract requiring a $400K performance bond collateral and the surety wants cash, not a letter of credit. We fund the collateral in 10 days and the contractor wins the project. A multifamily developer needs $1.2M of pre-development capital to close on a land deal before the senior construction loan funds 90 days later. We fund the pre-development capital as a 24-month position that retires when the construction loan converts and the project begins generating draw activity. A commercial GC has $2.8M in completed work across three projects awaiting pay app processing and payroll runs for four crews on Friday. We bridge the gap inside 48 hours and the position retires as the draws arrive. A specialty trade with twelve crews acquires a smaller competitor with eight additional crews and a strong superintendent bench. We fund the $900K acquisition working capital and the acquiring company absorbs the crew and the backlog without diluting equity. A developer takes over a stalled project at distressed pricing and needs $700K to complete the remaining 40% of construction. We fund the completion capital and the project sells inside the year.

The shape stays consistent: capital that sits between the senior loan and the next pay app, sized to specific projects and opportunities, structured to retire as the underlying revenue arrives. Construction businesses that grow into regional brands are the ones whose operating-layer capital infrastructure runs at the speed the project calendar actually demands.