Examples of financing we've delivered. Precise personal details of our clients have been omitted for their sake and in line with our privacy standards.
8 trucks, clients are retail chains, 60-day payment terms. Constant problems paying drivers and covering the leasing installments.
The client regained liquidity and took on 3 new orders within a month of starting factoring.
Invoices to corporate clients with 60–90 day terms. Fast growth was stalling for lack of cash for new projects and hiring.
Corporate clients don't know about the factoring. The company doubled revenue within a year of starting.
A manufacturer with large orders from FMCG chains. A 90-day payment term, while raw materials must be paid up front. Negative cash flow throughout the whole production cycle.
Production cycle financed without affecting BIK. The company increased production capacity by 35%.
An agency serving major brands, with 45–60 day invoices. A new client needed a full team from day one, but cash from current invoices hadn't come in yet.
Undisclosed factoring: the corporate client doesn't know about the assignment. The agency took on the new contract with no loans and no stress.
Servicing office buildings and shopping centers. Clients (large companies) pay with a 45-day delay. The company couldn't pay its staff's wages regularly.
The problem paying 40 employees disappeared. The company won two new sites thanks to stable liquidity.
Guarding industrial sites and warehouses. Clients (large companies) pay with a 45-day delay. The owner couldn't pay the guards' wages on time.
Wages paid on time. The company took on 2 new sites without cash-flow stress.
Exports to retail chains in Germany and Scandinavia. 60–90 day payment terms. Materials have to be ordered in advance and paid for before delivery.
The client stopped tying production schedules to payment terms. Exports grew 40% within a year.
A finishing-works subcontractor for general contractors. Invoices issued after each stage is signed off, with a 60-day payment term. Materials have to be bought up front.
The client now runs 3 building sites at once instead of one. The general contractors don't know about the factoring.
Distribution to public institutions and offices. Public-sector clients pay on time, but with a 30–45 day delay. The company was growing faster than its cash flow.
The company entered the public-tender segment. Cash flow stopped being a barrier to scaling.
The owner of a trading business needed PLN 600,000 to pay off ZUS arrears and start a new contract. The bank refused because of the arrears, even though he owned an unencumbered flat.
The client paid off the ZUS arrears, unlocked the ability to bid on public tenders, and repaid the loan ahead of schedule.
A complicated debt structure and an ongoing inheritance proceeding. Banks refused, while the company needed funds to buy out the heirs' shares.
Full discretion toward clients and employees. The company kept operating and paid out the shares on time.
The owner of a restaurant needed to renovate and equip a new location. Irregular income, and the bank required 24 months of complete tax-return history, which he didn't have.
The location opened on schedule. The client repaid the loan after 14 months, earlier than planned.
Three siblings inherited their parents' house. Two wanted to be bought out, one wanted to keep the property. The bank refused a loan because the applicant lacked creditworthiness.
The house stayed in the family. The client refinanced with a bank after 20 months, once income had stabilized.
A limited-liability company operating for 12 years. One partner wanted to exit the business. The bank refused: the company had tax-office arrears from the previous year and too short a track record on the account.
The partner exited without disputes. The company continues under the sole remaining owner.
A trading-industry sole proprietor with four non-bank loans and two leasing agreements. The combined monthly burden was blocking financing for day-to-day operations. An unencumbered company property was available.
All liabilities repaid with a single loan. The company regained its operating capacity and took on a new contract.
An entrepreneur with a payment order for PLN 480,000. The bailiff had set a deadline. A residential property worth PLN 1.1 million, free of any encumbrances, was available. The bank was processing too slowly.
Bailiff enforcement halted before the deadline. The client repaid the loan after refinancing with a bank.
A company with 4 holiday apartments wanted to buy a fifth. Seasonal income, near zero outside the season: the bank refused. The owner had one unencumbered unit.
The fifth apartment was bought in time for the season. One summer season covered a significant part of the loan.
A special-purpose vehicle with no credit history. The bank required a final building permit, while the land purchase had to happen within 2 weeks or the deal would fall through.
A bridge loan while the development loan was arranged. The client repaid the loan after 10 months and broke ground.
Construction of 38 units, with the bank delaying a tranche by 6 weeks. The general contractor was threatening a penalty for downtime. The client urgently needed PLN 1.5 million for 3 months.
Construction never stopped. The client repaid the loan once the bank tranche came through, with no penalty and no delay in handover.
An investor buying flats to renovate and resell. The bank doesn't finance the flip model. Need: a fast purchase of 3 flats in one building from a single owner.
All three flats renovated and sold within 7 months. The client came back with another project.
A developer bought land with their own funds a year earlier. The development loan was delayed because the bank changed its requirements mid-process. Need: unlock PLN 8 million tied up in the land.
The client unlocked capital, brought the documentation up to the new bank's requirements, and got the development loan in month 14.
A tenement house bought for cash needed a thorough renovation before being split into 12 units. The bank wouldn't finance the property without separate land and mortgage registers.
Renovation completed, units separated out. The client sold 8 of 12 units and repaid the loan ahead of schedule.
A developer with a permit in hand and 8 pre-ordered houses needed funds to start construction. The bank required 30% in pre-sales, which didn't exist yet: buyers only paid after signing.
Construction started with no delay. Once pre-sales hit the required threshold, the client switched to a development loan.
An investor was buying 6 flats from a single developer at a package discount. The bank was only willing to grant 2 loans: too many parallel liabilities. The pricing window: 3 weeks.
The package was bought on time. The client refinanced each flat individually with a bank within a year.
A building with 20 flats and 4 ground-floor commercial units. Banks wouldn't finance a project combining residential and commercial functions without a signed lease for the units.
Project completed. The commercial units were leased before handover. The client repaid from proceeds of the flat sales.
A developer with a track record of several completed projects is building a 180-flat estate in three phases. The bank financed phase I, but buying the land for phases II and III required a decision before the purchase option from the landowner expired.
The purchase option was exercised on time. Phase II started on schedule, and the client refinanced the land with a development loan once the permit was granted.
A commercial developer is building a 15,000 m² warehouse for an e-commerce tenant. The bank required a signed lease for 100% of the space before releasing the loan, while the tenant wanted to sign only after seeing construction progress.
Construction continued until the tenant signed the lease. The developer refinanced the investment with a commercial loan on its target terms.
A farmer wanted to buy a neighboring plot from a family selling under time pressure. The agricultural bank needed 3 months; the seller was waiting only 3 weeks.
The purchase closed on time. The client refinanced with an agricultural bank after the harvest, with the new land as extra collateral.
A farmer was awarded a PLN 1.4 million grant to build a cold store. The grant is reimbursed after the investment is complete, so he needed funds to carry it out.
The cold store was built and signed off on time. The grant arrived after 9 months. The loan was repaid in full.
A farmer inherited 80 hectares along with his siblings. He wanted to run the farm alone and had to pay off three siblings. The bank refused, citing seasonal income.
Repayment matched to the season. The client took full control of the farm and grew its organic production.
A farmer wanted to buy a used combine harvester and sprayer. Bank leasing required a 30% down payment he didn't have, but he had unencumbered land.
The combine arrived in time for harvest. One season covered a significant part of the loan; the client repaid it in full after two harvests.
A farmer running 120 hectares needed to replace a used tractor before the season. Leasing required a down payment he didn't have, but he had unencumbered land.
Machinery ready for sowing and harvest. The loan was repaid in two annual installments.
A farmer wanted to build silos and buy a grain-sorting line to sell directly to mills at a higher margin. The agricultural bank: 4 months for a decision, harvest in 6 weeks.
Silos ready before harvest. After the season, the client refinanced with an agricultural bank using the full documentation.
A cattle farmer was awarded a KPO grant to modernize the barn. The grant is reimbursed after the investment is finished, so the farmer needed funds to build before the payout.
The barn was signed off on time. The grant arrived after 11 months and covered the entire loan.
A municipality put 32 hectares of farmland up for tender. Payment deadline: 14 days after the result. The agricultural bank couldn't move fast enough. The farmer owned unencumbered land worth over PLN 2 million.
The tender was won, the land was bought. After 4 months, the farmer refinanced with a bank using the new land as collateral.
A construction company won a tender to rebuild a municipal road (PLN 3.2M). Start in 3 weeks, with materials and subcontractors requiring advance payments. The bank: 2 months for a decision.
Project completed on time. The municipality paid after sign-off. The loan was repaid the next day.
An IT company signed a 12-month contract with a large corporation to implement a system. It had to hire 8 specialists from day one, and the wage bill exceeded current cash inflows.
The project launched with no delay. The client repaid the loan from monthly invoices. The cycle closed after 10 months.
An installation company was a subcontractor on a PLN 8M contract. The general contractor was delaying payments by 60–90 days, while material suppliers demanded payment within 14 days.
Suppliers paid on time; the build never stalled. The company finished the contract and avoided penalties for downtime.
A renovation company won a PLN 4.8M contract to renovate hospital wards. Deadline: 5 months. Materials and subcontractors required advance payments. The bank: too short a credit history.
The renovation was handed over on time. The hospital paid after sign-off. The company returned with another tender.
A security company won a 3-year contract with a large shopping center. It needed uniforms, equipment, and 24 hires before the start date. Payment was monthly, in arrears.
The contract launched with no delay. The loan was repaid from the first 4 monthly invoices.
A company won a 2-year tender to clean 6 municipal buildings. It had to hire 18 people and equip them before day one. The municipality pays monthly, in arrears.
Start with no delay. The loan was repaid within 5 months from regular service invoices.
A manufacturing company signed a one-year contract to supply 5,000 units a month to a chain. Ordering raw materials required a one-off payment, while the chain paid with a 45-day delay.
Production started on time. After 6 months on the contract, the client switched to factoring as a permanent liquidity solution.
A logistics operator won a contract with a large corporation to run a warehouse. It needed to buy forklifts and a WMS system. The corporation paid quarterly.
The warehouse launched on time. The client repaid the loan from the first two quarterly payouts.
A catering company won a 2-year contract to run cafeterias at a public university. It needed to buy kitchen equipment and hire staff before the first invoice came in.
The cafeteria opened in time for the start of the academic year. The loan was repaid from regular monthly invoices.
A cardboard-packaging manufacturer needed a new cutting and creasing line. The bank refused due to a loss the previous year. The machine cost PLN 480,000.
BIK arrears aside, we assessed the machine's value and the profitability of the contracts. The line went live and production rose 40%.
A food-transport company won a contract with a distribution chain. It needed two refrigerated trailers within 3 weeks, but had a short track record as a sole proprietorship.
The decision skipped a credit-history review; collateral was the assets themselves. The contract was fulfilled on time.
A construction company won a contract for earthworks on a road project. A used excavator for PLN 350,000. The bank rejected the application over a BIK entry from 2 years earlier.
Poor BIK wasn't a dealbreaker. We assessed the machine's value and the contract. Work started with no delay.
A logistics operator needed a warehouse tent and 4 forklifts to run a new distribution center. A limited-liability company with a short track record: the bank refused.
The contract with a corporate client served as collateral. The distribution center launched on schedule.
A machine shop wanted to expand into precision CNC machining. The machine cost PLN 280,000. The owner had ZUS arrears being repaid in installments; the bank refused automatically.
We reviewed it individually: the ZUS installment history was positive. The machine was installed, and the shop took on new orders.
A courier company serving e-commerce wanted to expand its fleet before the sales peak. 6 delivery vans totaling PLN 540,000. Seasonal swings in turnover disqualified it at the bank.
Seasonality isn't a dealbreaker; we look at average annual turnover. The fleet was ready before Q4.
A food-processing plant needed a backup generator and an industrial air compressor. PLN 195,000 combined. The owner, a farmer also running a sole proprietorship, had no credit history.
No banking history: we based the decision on income from the farming business. The equipment was installed before the season.
A print shop owned unencumbered machinery worth PLN 600,000. It needed cash to cover supplier obligations. A traditional loan was rejected over BIK.
They sold the machines to the leasing company and bought them back in installments. Cash for obligations, machines still on the floor.
A private dental clinic was opening a second office. It needed 3 chairs, a CBCT scanner, and X-ray equipment, worth PLN 380,000 combined. A civil-law partnership with negative equity.
Negative equity isn't an issue for specialized leasing. The office opened, and revenue covers the installments.
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