Hospitality business loans
that survive the shoulder season.

Hospitality is the most calendar-driven business in the lending world. A coastal hotel might generate 70% of its annual revenue between Memorial Day and Labor Day; a mountain resort, 65% between Thanksgiving and Easter; a downtown business hotel, two-thirds during Q1 to Q3 corporate travel; a wedding venue, three-quarters during May through October. Every meaningful operating decision — capital improvements, brand-mandated renovations, staffing buildups, debt payments — has to be absorbed by a revenue stream that arrives in a compressed window. The operators who survive the slow months are the ones with capital infrastructure designed for the calendar rather than fighting it.

Banks struggle with hospitality. The collateral story (the real estate) demands CMBS or SBA financing on senior debt, which is heavily regulated and slow-moving. Working capital needs above the property — PIP renovations, FF&E refreshes, software platform upgrades, marketing investments, partner buyouts, off-season cash bridges — sit outside what the senior lender will touch and outside what most general-purpose business banks understand. SBA 7(a) loans can fund some of this gap but require 60-to-120-day closings that miss the renovation calendar most brands impose. Goliath underwrites from operating bank deposits rather than from property value, funds inside two weeks even on larger positions, and structures repayment around the seasonal cash curve.

What we fund inside a hospitality business

PIP renovations and brand-mandated property improvement plans across all major hotel flags, including soft-goods replacement, hard-goods refresh, technology compliance upgrades, exterior repaints, and full guestroom redo. FF&E refreshes between full PIP cycles — bedding programs, casegoods replacement, lighting upgrades, public space refurbishment. Technology stack investments including PMS migrations, channel manager upgrades, revenue management software, guest-experience platforms, and mobile-key infrastructure. Acquisitions of independent properties, motel conversions, and distressed properties on the lower end of the market. Partner buyouts and equity recapitalizations inside ownership groups. Property tax and insurance escrow timing bridges. Brand franchise fee timing pressure. Off-season working capital across the slow months. Pre-season hiring and training investments for housekeeping, F&B, and front-of-house. Event venue marketing and group sales investments. Restaurant and bar component refreshes inside larger properties.

What we don't ask for

We don't request appraisals on the underlying real estate. We don't take a position behind your CMBS or SBA senior debt — our advances are typically structured as unsecured working capital against the operating entity. We don't notify your franchisor, your management company, your brokers, or your senior lender. We don't require tax returns or audited financials. We don't pull hard credit during pre-qualification. We underwrite from operating bank statements, the trailing 6-to-12-month deposit pattern, basic ownership documentation, and (for larger positions) STR or trailing-twelve-month operating data — the variables that actually predict whether the property pays back.

A hospitality property's bank statements tell a calendar story most underwriters can't read. Card-processing deposits cluster around weekend stays and major event dates, with a wide variance between peak season and off-season. Group business creates large irregular deposits tied to wedding payments, corporate event bookings, and tour group contracts. Outflows concentrate around bi-weekly housekeeping and F&B payroll, monthly franchise fees, quarterly property tax escrows, semi-annual insurance premiums, and brand-mandated supply orders. Generic underwriting algorithms read the seasonal swings and irregular event deposits as risk. Our underwriters read the same pattern as a healthy hospitality business and structure to it.

The strongest hospitality files share a few signatures: a peak-season deposit pattern with year-over-year consistency, an off-season floor that holds even during the slow months, payroll outflows that scale predictably with occupancy, franchise fee payments that stay current, and an NSF count that stays low even during shoulder-season cash pressure. We can underwrite around messier files — properties with one weak year, properties carrying a prior advance, properties mid-PIP, properties owned by groups with a recent partner exit — but cleaner files always price more aggressively.

Hospitality segments we fund every week

Branded full-service and limited-service hotels under major flags including Marriott, Hilton, IHG, Hyatt, Choice, Wyndham, Best Western, and Radisson. Independent boutique hotels and lifestyle properties without flag affiliation. Motels and economy properties including independent and franchise units of Days Inn, Super 8, Motel 6, and Red Roof. Extended-stay properties under flags and independent. Bed-and-breakfasts and small inns in destination markets. Vacation rental management companies operating Airbnb and VRBO portfolios. Resort properties including golf, ski, and beach destinations. Event venues including weddings, conferences, banquets, and corporate retreat operators. Bars, lounges, and entertainment venues with hospitality-adjacent operations. Breweries, distilleries, and wineries with on-premise hospitality components. Country clubs and member-driven hospitality operators.

Common hospitality funding scenarios

A Marriott property's PIP is due Q3 with a $700K hard-goods scope and the operator's CMBS senior won't release additional proceeds. We fund the PIP as a 30-month supplemental position and the brand compliance deadline is met without stress on the senior debt. An independent motel comes available at distress pricing during the off-season and the closing window is 30 days. We fund the acquisition working capital alongside the SBA real estate loan and the new owner takes occupancy before the season begins. A wedding venue has $400K of bookings for the upcoming summer with $80K deposited and $320K of balance payments due across May through August; the off-season operating cash needs to cover staff retention, marketing for the next year's bookings, and a kitchen refresh. We fund the off-season operating bridge and the position retires across the wedding season. A coastal hotel needs to staff up for Memorial Day weekend with pre-season hiring totaling $120K in onboarding payroll. We fund the pre-season payroll and the position retires across the summer.

The shape stays consistent: capital structured around the calendar, sized to specific projects and seasons, repayment math that absorbs the cost inside the cycle it supports. Hospitality properties that compound year over year are the ones whose capital infrastructure respects the season.