Capital for firms
whose work gets billed in arrears.

Professional services is a deferred-revenue business. You do the work today — the deposition prep, the audit fieldwork, the campaign strategy, the M&A diligence — and you get paid 60, 90, sometimes 120 days later. Your largest cost line, payroll, runs on a strict every-two-weeks schedule that has no relationship to client collection rhythm. The capital problem inside a professional services firm is almost always about financing the gap between the work done and the dollars arrived, while also funding the discrete investments — partner buyouts, technology platforms, junior hires — that require lump sums the AR alone can't free up.

Traditional bank lending was not built for this model. Banks ask for two years of tax returns, want predictable monthly revenue, and treat AR as collateral only at deep discounts requiring weeks of validation. SBA loans take 45 to 90 days to close — long after the partner buyout window has shut or the hiring class you wanted has been picked off by a competitor. Even traditional factoring requires you to surrender control of the client relationship, which professional services firms cannot do. Goliath was built for firms whose model is intelligent, whose cash cycle is real, and whose capital decisions deserve a partner who understands both.

What we fund inside a professional services firm

AR bridge funding sized to specific receivables — particularly useful for law firms with large contingency or commercial litigation files, accounting practices with annual engagement work that bills quarterly, and consultancies with milestone-based engagements. Partner buyouts and equity events, including senior-to-junior transitions and exits of retiring partners. Technology investments — Clio, MyCase, NetDocuments, Practice Panther on the legal side; QuickBooks Online, Karbon, Canopy on the accounting side; HubSpot, Salesforce, Asana on the agency side; plus the AI tooling layer that is reshaping every practice. Hiring class bridges for junior associates, accounting staff, analysts, and account executives whose billing ramp lags their salary by six to twelve months. Office build-outs, lease deposits, and key money on a new location. Marketing investments — particularly for firms in regulated markets where client acquisition cost has climbed materially. Working capital floats through slow collection quarters.

What we don't ask for

We don't run hard credit pulls to quote. We don't ask for two years of tax returns. We don't require collateral on positions under $250K. We don't demand AR aging or WIP schedules from your practice management system. We don't ask you to surrender client relationship control. We underwrite from bank statements, time in business, deposit pattern, and the texture of how the firm runs.

Professional services underwriting at a generic lender penalizes exactly the patterns that signal a healthy firm. The cluster of $50K-$200K incoming wires from corporate clients in the second month of each quarter. The flat retainer arrivals on the first of the month. The contingency-fee deposit landing as a single seven-figure wire after a settlement closes. The strict bi-weekly payroll outflow at high dollar values. Our underwriters know the difference. They look for billing-cycle signatures, partner-comp distributions, and the consistency of client-deposit identity across months as evidence of a healthy book.

We calibrate to your specific model. An hourly-billing law firm gets a structure built around the realized monthly collection rate. A contingency law firm — personal injury, mass tort, employment plaintiff — gets AR bridge funding anchored to case-level milestones. A retainer-based marketing agency gets the most predictable structure because the monthly retainer arrival is the most regular. A consulting firm with milestone-based engagements gets a position sized to the milestone schedule. Multi-partner firms with significant non-equity income get blended structures that reflect both partner draws and operational collection.

Professional services segments we fund every week

Hourly-billing law firms in litigation, transactional, employment, and family practice from $1M to $25M annual revenue. Contingency law firms in personal injury, mass tort, and employment plaintiff work. Accounting and tax practices, including CPA firms and bookkeeping advisory practices. Management consulting firms — strategy, operations, and specialty advisory. Marketing and creative agencies on retainer or project models. M&A and corporate development advisory firms. IT consulting and managed services firms. Architecture and engineering practices. Multi-office professional groups consolidating advances or funding partner buyouts. Boutique advisory firms making the leap from sole practitioner to small-team.

Common professional services funding scenarios

A senior partner announces retirement and the buyout has to close before fiscal year-end. We fund the buyout in three business days, structured against the firm's trailing twelve-month collection. A litigation firm wins a large case and needs to staff for discovery while waiting on a hearing schedule that won't free fees for another nine months. We fund the staffing bridge sized against the broader collection rhythm. An accounting practice wants to launch a CFO advisory line and needs $80K for technology, training, and a senior hire. We fund it in a single position. A marketing agency lands an enterprise client and needs $150K of upfront platform spend before the retainer is invoiced. We fund the gap, the retainer pays it back.

The pattern is consistent. Professional services opportunity arrives at the speed of a fiscal calendar or a settlement letter, not at the speed of a bank committee. The cost of waiting is bigger than the cost of capital. The firms that scale through the next decade are the ones whose capital arrives on the timeline the work actually demands.