Plumbing capital
that keeps your vans loaded.

A plumbing company is rarely one business. Most operators run a residential service book — same-day dispatch, water-heater swaps, drain cleanings, repipes, fixture installs, and emergency calls — alongside a commercial new-construction or service-contract book that operates on an entirely different cash cycle. The residential side collects at the door or within a week. The commercial side runs 60, 90, sometimes 120 days from invoice through retainage release. The capital problem inside a plumbing company is almost always about the gap between those two cycles.

Banks don't underwrite that gap well. They want flat monthly revenue, two years of tax returns, and 20 percent down on equipment as if a $65K sewer rig and a $40K hydro-jetter trailer were optional luxuries. Even an SBA loan, which on paper is plumber-friendly, takes 45 to 90 days to fund. By then, the apprentice you wanted to hire took a job with the union shop down the road and the new sewer camera you wanted is back-ordered another quarter. Goliath was built for plumbing operators who measure their windows in dispatch tickets and lien-release calendars, not quarterly statements.

What we fund inside a plumbing business

Van inventory floats — the rolling stock of copper fittings, PEX, ProPress jaws, water-heater elements, expansion tanks, and the brand-specific spec parts your install base demands. Apprentice hiring through the six-to-twelve month ramp window before they carry their own ticket. Water-heater replacement programs that require upfront inventory commitment to land a multifamily property-management account. Sewer and drain line equipment: RIDGID SeeSnake camera systems, US Jetting and Spartan hydro-jetters, trenchless pipe-bursting rigs from companies like HammerHead and TRIC. Marketing into the first cold snap when frozen-pipe call volume spikes. AR bridges on commercial work where the GC schedules a draw 45 days out and your supply house wants paid on Friday. Second-location expansion when a neighboring market hands you the customer concentration to justify a dedicated dispatch team.

What we don't ask for

We don't run hard credit pulls to quote you. We don't ask for two years of tax returns. We don't require collateral on positions under $250K. We don't demand job-by-job WIP schedules from your accounting software. We underwrite from bank statements, time in business, supplier ACH patterns, and the texture of how the operation runs — the variables that actually predict whether a service-heavy plumbing company pays back the capital it borrowed.

Plumbing underwriting at a generic lender penalizes the line items that signal a healthy operation. Heavy supply-house ACH outflows. Weekly payroll runs across journeyman, apprentice, and unlicensed labor at different rates. The deposit lift after a cold snap. The trough during a mild summer. Our underwriters read all of it differently. They look for supplier-relationship signatures — the consistency of monthly outflows to Ferguson, Winsupply, Hajoca, or your regional wholesaler — as one of the strongest predictors of repayment behavior. A plumbing company that maintains good standing with its supply house almost always maintains good standing with us.

We also calibrate to your residential-commercial mix. A 90 percent residential service shop collecting same-day on cards and ACH gets fast, flexible daily working capital. A commercial plumbing contractor with $300K of receivables outstanding at any given time gets bridge funding sized to the AR. A new-construction plumber whose draws come on a monthly schedule gets a position structured around the draw rhythm. Hybrid operators — and most mid-size plumbing companies are hybrid — get a blended structure.

Plumbing segments we fund every week

Independent residential service plumbers from $500K to $10M annual revenue. Commercial new-construction plumbing contractors handling multifamily, hospitality, and office build-outs. Drain and sewer specialists with hydro-jetting and trenchless capability. Mechanical-plumbing hybrid shops running combined dispatch. Water-heater replacement specialists with manufacturer relationships at Rheem, A.O. Smith, Bradford White, and Rinnai. Backflow prevention and water-treatment specialists. Multi-location plumbing groups consolidating advances or building out a new dispatch center. Plumbing-HVAC hybrids running combined trucks and combined books.

Common plumbing funding scenarios

A cold snap freezes pipes across the metro and your dispatch board fills with 80 emergency calls before lunch. We fund the supply-house restock and the overtime payroll inside 24 hours so you actually catch the revenue instead of turning calls away. A multifamily property manager offers you the plumbing contract for a 300-unit portfolio if you can commit to a six-month inventory schedule on water heaters. We fund the inventory and the second crew. A GC awards you a hotel mechanical-plumbing rough-in and the first draw is 60 days out. We bridge the mobilization, get paid back from the draw, and the position rolls off at retainage release. A used trenchless rig becomes available at 40 cents on the dollar from a competitor closing. We fund the buy that same day; the equipment pays for itself inside ninety days of trenchless calls at premium pricing.

The pattern is consistent. Plumbing opportunity arrives in hours, not quarters. The cost of waiting is bigger than the cost of capital. The plumbing companies that scale through the next decade are the ones with capital ready before the first cold front of the season.