The Funding Script
The call you run when the file is already clean. Review what the statements show, present amount, structure and timeline as three separate things, and close on documents.
Run this one out of GHL. The forms live in Go High Level, and everything you present on this call traces back to a field on one of them. If it is not in the form, it is not in the conversation.
Opening
Warm, unhurried. This is a clean file and a real conversation, not a pitch. The tone should feel like a professional handling your file, not a rep working a list.
Hey [Client's Name], it's [Your Name] with Capvera — good to finally get you on the phone.
Tell them the outcome is positive before the detail. It buys you their full attention for the review.
So here's where we are. I've gone through everything you sent — the statements, the application — and I want to walk you through what I'm seeing, because the news is good and I want you to understand exactly why.
Confirm the file is still current. A new position opened since the application changes everything you are about to present.
Before I do that — you're still the owner on [Business Name], and nothing has changed since you filled out the application? No new advances, nothing opened since then?
Review of the file
Lead with the strength. Name the number you can point to on the statement.
Okay. So going through your statements — you're averaging about [X] a month in deposits, and it's consistent. That consistency matters more than the size of any one month, and yours is steady.
Your balances hold up, I don't see negative days that would spook a funder, and the deposits are landing in the account where we can show them. That's the whole reason this file works.
State the position count plainly. If burden is near the ceiling, say so here rather than letting a funder discover it.
On the positions side — you've got [N] open right now. That still leaves you room, which is the other thing I checked.
So what that means is: this is a file I can present, and I can present it with confidence. Not every file gets to that point — yours does.
Presenting the options
Let them talk. Use of funds drives which structure fits — working capital, equipment, a specific need each point somewhere different.
Now, what I need from you is an understanding of what you actually want the money to do. What's the money for?
Give amount, structure, timeline — the three things a merchant actually cares about. These come off the funding points, not out of the air.
Got it. So with your numbers, here's the shape I'd be looking at: around [amount] in funding, structured as [structure], on roughly a [timeline] timeline. I want to walk you through each of those three so nothing is a surprise later.
On the amount: that's what your deposits support today. If you took less, you'd pay less for it. If you want more, we look at whether the volume backs it up — I won't put a number in front of a funder that I don't believe.
Always translate the structure into how it behaves. A merchant who does not understand the repayment is a merchant who calls you angry in three weeks.
On the structure: this is [RBF / split pay / term / line of credit], which means [plain-English explanation of how repayment works]. The big thing I want you to hear is [how the payment behaves] — because that's what you'll feel month to month.
Give a realistic timeline and name the caveat. Do not promise a date underwriting controls.
And on the timeline: this is not an SBA file. Realistically you're looking at [timeline] from where we sit today, assuming underwriting doesn't come back with a stip we have to chase.
The close
Check the fit before you check the paperwork. If the structure is wrong, nothing downstream matters.
So that's the picture. Does that structure work for what you need the money to do?
Great. What I'm going to do now is submit this to underwriting, and I'm going to stay on it — you won't be chasing me for updates, I'll be coming to you.
Name the documents explicitly and ask for a date. A vague ask gets a vague response, and the file stalls.
There are a couple of documents I'll need to finalize this: [list the specific documents]. Can you get those to me today or tomorrow?
Establish the renewal conversation from day one. It makes Segment 3's renewals section an easy call later.
And [Client's Name] — once this funds, you and I are going to look at the next step. This is the first piece of the relationship, not the whole thing.
Objection handles
What they push back on, and what you say
“That's less than I was hoping for.”
“I hear you, and I'd rather give you the number your file actually supports than a bigger one that gets declined. What I can do is look at whether a different structure gets you closer — and once this funds and seasons, the next round is a different conversation.”
“What's the rate?”
“This isn't a loan, so there's no APR — there's a cost of capital on the advance, and I'll show you that number plainly once underwriting puts paper on it. I don't quote a rate before the funder does, because I don't want to walk it back.”
“I need the money this week.”
“Then let's move today. I can submit this afternoon if the documents come in — but I want to be honest that underwriting sets the clock, not me. What I control is how fast it gets there, and I'll have it there today.”
“Can you get me more if I wait a month?”
“Possibly, and it's worth a real conversation. If the constraint is a thin month that needs to age off, waiting helps. If it's structural, waiting doesn't change it. Let me look at which one this is and tell you straight.”
“Let me talk to my partner.”
“Absolutely — and is your partner on the application? Because if they need to sign, I'd rather get them on a quick call with both of us than have you relay it. Much faster for everyone.”
Never present a number underwriting has not agreed to
Everything you quote on this call is your read of the file, and you say so. The funder's number is the funder's number — if it comes back different, you have to be the one who told the merchant it was possible, not the one who promised it was certain.