What is working capital? A guide for growing businesses

What is working capital? Learn how European businesses calculate liquidity, manage working capital types, and fund sustainable growth without bank debt.

What is working capital? Learn how European businesses calculate liquidity, manage working capital types, and fund sustainable growth without bank debt.

Konrad Plechowski

Sjoerd Huisman

General Manager, Mollie Capital

Blog image What is working capital

Working capital is the money available to keep your business running day to day – the difference between your short-term assets (like cash and stock) and your short-term liabilities (like unpaid invoices). And it’s what determines whether you can act when an opportunity arrives.

Because when a supplier offers a bulk discount that’s gone in 48 hours, or a new market opens up and you need to pay new suppliers upfront, you need the cash to take it. Whether you can depends on your working capital position.

The challenge is that strong sales don’t always mean available cash. Money goes out to suppliers, staff, and VAT before it comes back in from customers. That timing gap – sometimes weeks or even months – is where otherwise well-run businesses find themselves having to pass on opportunities they know are worth taking.

This article explains what working capital is, how to measure it, and what you can do to make sure it never becomes the thing standing between you and your next move.

Working capital is the money available to keep your business running day to day – the difference between your short-term assets (like cash and stock) and your short-term liabilities (like unpaid invoices). And it’s what determines whether you can act when an opportunity arrives.

Because when a supplier offers a bulk discount that’s gone in 48 hours, or a new market opens up and you need to pay new suppliers upfront, you need the cash to take it. Whether you can depends on your working capital position.

The challenge is that strong sales don’t always mean available cash. Money goes out to suppliers, staff, and VAT before it comes back in from customers. That timing gap – sometimes weeks or even months – is where otherwise well-run businesses find themselves having to pass on opportunities they know are worth taking.

This article explains what working capital is, how to measure it, and what you can do to make sure it never becomes the thing standing between you and your next move.

Working capital is the money available to keep your business running day to day – the difference between your short-term assets (like cash and stock) and your short-term liabilities (like unpaid invoices). And it’s what determines whether you can act when an opportunity arrives.

Because when a supplier offers a bulk discount that’s gone in 48 hours, or a new market opens up and you need to pay new suppliers upfront, you need the cash to take it. Whether you can depends on your working capital position.

The challenge is that strong sales don’t always mean available cash. Money goes out to suppliers, staff, and VAT before it comes back in from customers. That timing gap – sometimes weeks or even months – is where otherwise well-run businesses find themselves having to pass on opportunities they know are worth taking.

This article explains what working capital is, how to measure it, and what you can do to make sure it never becomes the thing standing between you and your next move.

Working capital is the money available to keep your business running day to day – the difference between your short-term assets (like cash and stock) and your short-term liabilities (like unpaid invoices). And it’s what determines whether you can act when an opportunity arrives.

Because when a supplier offers a bulk discount that’s gone in 48 hours, or a new market opens up and you need to pay new suppliers upfront, you need the cash to take it. Whether you can depends on your working capital position.

The challenge is that strong sales don’t always mean available cash. Money goes out to suppliers, staff, and VAT before it comes back in from customers. That timing gap – sometimes weeks or even months – is where otherwise well-run businesses find themselves having to pass on opportunities they know are worth taking.

This article explains what working capital is, how to measure it, and what you can do to make sure it never becomes the thing standing between you and your next move.

What is working capital?

Working capital is the money available to run your business day to day – the difference between your short-term assets (cash in the bank, unpaid customer invoices, inventory) and your short-term liabilities (supplier bills, VAT, rent, payroll).

It’s a straightforward way to measure your current financial health. Profitability tells you how your business is performing over time, but working capital shows you what your investment capabilities are today.

When it’s healthy, you can cover what’s due and still invest – in a new supplier, a marketing push, or an unexpected cost that might otherwise block your plans. When it runs low, opportunities pass you by. And holding too much idle cash carries its own risk – capital sitting still isn’t working for you. The goal is enough liquidity to operate confidently, with the rest actively employed in growth.

Working capital is the money available to run your business day to day – the difference between your short-term assets (cash in the bank, unpaid customer invoices, inventory) and your short-term liabilities (supplier bills, VAT, rent, payroll).

It’s a straightforward way to measure your current financial health. Profitability tells you how your business is performing over time, but working capital shows you what your investment capabilities are today.

When it’s healthy, you can cover what’s due and still invest – in a new supplier, a marketing push, or an unexpected cost that might otherwise block your plans. When it runs low, opportunities pass you by. And holding too much idle cash carries its own risk – capital sitting still isn’t working for you. The goal is enough liquidity to operate confidently, with the rest actively employed in growth.

Working capital is the money available to run your business day to day – the difference between your short-term assets (cash in the bank, unpaid customer invoices, inventory) and your short-term liabilities (supplier bills, VAT, rent, payroll).

It’s a straightforward way to measure your current financial health. Profitability tells you how your business is performing over time, but working capital shows you what your investment capabilities are today.

When it’s healthy, you can cover what’s due and still invest – in a new supplier, a marketing push, or an unexpected cost that might otherwise block your plans. When it runs low, opportunities pass you by. And holding too much idle cash carries its own risk – capital sitting still isn’t working for you. The goal is enough liquidity to operate confidently, with the rest actively employed in growth.

Working capital is the money available to run your business day to day – the difference between your short-term assets (cash in the bank, unpaid customer invoices, inventory) and your short-term liabilities (supplier bills, VAT, rent, payroll).

It’s a straightforward way to measure your current financial health. Profitability tells you how your business is performing over time, but working capital shows you what your investment capabilities are today.

When it’s healthy, you can cover what’s due and still invest – in a new supplier, a marketing push, or an unexpected cost that might otherwise block your plans. When it runs low, opportunities pass you by. And holding too much idle cash carries its own risk – capital sitting still isn’t working for you. The goal is enough liquidity to operate confidently, with the rest actively employed in growth.

Working capital vs cash flow

These terms get used interchangeably, but they measure different things.

Cash flow tracks money moving in and out of your business over a given period – a month, a quarter, a year. It tells you the story of your financial movement: what came in, what went out, and what’s left.

Working capital is a snapshot. It tells you where you stand right now – whether you have enough liquidity to cover your short-term obligations and still have room to invest in stock, people, or growth.

The distinction matters, because a business can be genuinely profitable and still run short of working capital. If your cash is tied up in 60-day payment terms or slow-moving inventory while your bills are due today, strong annual revenues won't help you meet next week’s payroll. 

That’s a situation that catches out more businesses than you’d expect – and it’s a timing problem, not a performance one.

These terms get used interchangeably, but they measure different things.

Cash flow tracks money moving in and out of your business over a given period – a month, a quarter, a year. It tells you the story of your financial movement: what came in, what went out, and what’s left.

Working capital is a snapshot. It tells you where you stand right now – whether you have enough liquidity to cover your short-term obligations and still have room to invest in stock, people, or growth.

The distinction matters, because a business can be genuinely profitable and still run short of working capital. If your cash is tied up in 60-day payment terms or slow-moving inventory while your bills are due today, strong annual revenues won't help you meet next week’s payroll. 

That’s a situation that catches out more businesses than you’d expect – and it’s a timing problem, not a performance one.

These terms get used interchangeably, but they measure different things.

Cash flow tracks money moving in and out of your business over a given period – a month, a quarter, a year. It tells you the story of your financial movement: what came in, what went out, and what’s left.

Working capital is a snapshot. It tells you where you stand right now – whether you have enough liquidity to cover your short-term obligations and still have room to invest in stock, people, or growth.

The distinction matters, because a business can be genuinely profitable and still run short of working capital. If your cash is tied up in 60-day payment terms or slow-moving inventory while your bills are due today, strong annual revenues won't help you meet next week’s payroll. 

That’s a situation that catches out more businesses than you’d expect – and it’s a timing problem, not a performance one.

These terms get used interchangeably, but they measure different things.

Cash flow tracks money moving in and out of your business over a given period – a month, a quarter, a year. It tells you the story of your financial movement: what came in, what went out, and what’s left.

Working capital is a snapshot. It tells you where you stand right now – whether you have enough liquidity to cover your short-term obligations and still have room to invest in stock, people, or growth.

The distinction matters, because a business can be genuinely profitable and still run short of working capital. If your cash is tied up in 60-day payment terms or slow-moving inventory while your bills are due today, strong annual revenues won't help you meet next week’s payroll. 

That’s a situation that catches out more businesses than you’d expect – and it’s a timing problem, not a performance one.

Grow with Mollie Capital

Review your current financing opportunities. If you like what you see, apply directly in your dashboard.

How to calculate working capital

The formula is straightforward:

Working capital = Current assets – Current liabilities

  • Current assets are everything your business owns that’s expected to convert into cash within the next 12 months – cash in the bank, unpaid customer invoices, short-term inventory, and prepaid expenses.

  • Current liabilities are everything you owe within the same window – supplier bills, short-term debt instalments, VAT, and wages due for payment.

Here’s an example: If your business holds £150,000 in current assets and owes £90,000 in current liabilities, your working capital is £60,000. That's the room you have to cover costs, respond to opportunities, and keep business moving.

The working capital ratio

For a quick sense check of your business’s financial health, you divide your current assets by your current liabilities rather than subtracting them:

Working capital ratio = Current assets ÷ Current liabilities

Using the same figures, £150,000 divided by £90,000 gives a ratio of 1.67. A healthy ratio typically sits between 1.2 and 2.0 – enough to cover short-term obligations comfortably without leaving too much capital idle.

A ratio below 1.0 means your liabilities exceed your assets. A ratio significantly above 2.0 might suggest you’re holding more cash than you're putting to work.

The formula is straightforward:

Working capital = Current assets – Current liabilities

  • Current assets are everything your business owns that’s expected to convert into cash within the next 12 months – cash in the bank, unpaid customer invoices, short-term inventory, and prepaid expenses.

  • Current liabilities are everything you owe within the same window – supplier bills, short-term debt instalments, VAT, and wages due for payment.

Here’s an example: If your business holds £150,000 in current assets and owes £90,000 in current liabilities, your working capital is £60,000. That's the room you have to cover costs, respond to opportunities, and keep business moving.

The working capital ratio

For a quick sense check of your business’s financial health, you divide your current assets by your current liabilities rather than subtracting them:

Working capital ratio = Current assets ÷ Current liabilities

Using the same figures, £150,000 divided by £90,000 gives a ratio of 1.67. A healthy ratio typically sits between 1.2 and 2.0 – enough to cover short-term obligations comfortably without leaving too much capital idle.

A ratio below 1.0 means your liabilities exceed your assets. A ratio significantly above 2.0 might suggest you’re holding more cash than you're putting to work.

The formula is straightforward:

Working capital = Current assets – Current liabilities

  • Current assets are everything your business owns that’s expected to convert into cash within the next 12 months – cash in the bank, unpaid customer invoices, short-term inventory, and prepaid expenses.

  • Current liabilities are everything you owe within the same window – supplier bills, short-term debt instalments, VAT, and wages due for payment.

Here’s an example: If your business holds £150,000 in current assets and owes £90,000 in current liabilities, your working capital is £60,000. That's the room you have to cover costs, respond to opportunities, and keep business moving.

The working capital ratio

For a quick sense check of your business’s financial health, you divide your current assets by your current liabilities rather than subtracting them:

Working capital ratio = Current assets ÷ Current liabilities

Using the same figures, £150,000 divided by £90,000 gives a ratio of 1.67. A healthy ratio typically sits between 1.2 and 2.0 – enough to cover short-term obligations comfortably without leaving too much capital idle.

A ratio below 1.0 means your liabilities exceed your assets. A ratio significantly above 2.0 might suggest you’re holding more cash than you're putting to work.

The formula is straightforward:

Working capital = Current assets – Current liabilities

  • Current assets are everything your business owns that’s expected to convert into cash within the next 12 months – cash in the bank, unpaid customer invoices, short-term inventory, and prepaid expenses.

  • Current liabilities are everything you owe within the same window – supplier bills, short-term debt instalments, VAT, and wages due for payment.

Here’s an example: If your business holds £150,000 in current assets and owes £90,000 in current liabilities, your working capital is £60,000. That's the room you have to cover costs, respond to opportunities, and keep business moving.

The working capital ratio

For a quick sense check of your business’s financial health, you divide your current assets by your current liabilities rather than subtracting them:

Working capital ratio = Current assets ÷ Current liabilities

Using the same figures, £150,000 divided by £90,000 gives a ratio of 1.67. A healthy ratio typically sits between 1.2 and 2.0 – enough to cover short-term obligations comfortably without leaving too much capital idle.

A ratio below 1.0 means your liabilities exceed your assets. A ratio significantly above 2.0 might suggest you’re holding more cash than you're putting to work.

Types of working capital

Not all working capital serves the same purpose, so it’s worth understanding the different types that exist.

Permanent working capital

Permanent working capital is the minimum your business needs to keep running – covering fixed recurring costs like rent and payroll regardless of how sales are performing.

Temporary working capital 

Temporary working capital is the additional liquidity you need during peak periods – buying seasonal stock, funding a marketing push, or taking on extra staff. It’s short-term by nature, but getting the timing right is what separates businesses that seize opportunities from those that miss them.

Net vs gross working capital 

Gross working capital is the total value of your current assets before liabilities are subtracted. Net working capital is your current assets minus your current liabilities, and it’s the figure that actually tells you where your business stands financially.

Negative working capital

Negative working capital is when your liabilities exceed assets. For some high-turnover businesses – those that collect payment instantly but pay suppliers on 60-day terms – this can work temporarily. For most growing businesses, it’s a warning sign worth addressing quickly.

Not all working capital serves the same purpose, so it’s worth understanding the different types that exist.

Permanent working capital

Permanent working capital is the minimum your business needs to keep running – covering fixed recurring costs like rent and payroll regardless of how sales are performing.

Temporary working capital 

Temporary working capital is the additional liquidity you need during peak periods – buying seasonal stock, funding a marketing push, or taking on extra staff. It’s short-term by nature, but getting the timing right is what separates businesses that seize opportunities from those that miss them.

Net vs gross working capital 

Gross working capital is the total value of your current assets before liabilities are subtracted. Net working capital is your current assets minus your current liabilities, and it’s the figure that actually tells you where your business stands financially.

Negative working capital

Negative working capital is when your liabilities exceed assets. For some high-turnover businesses – those that collect payment instantly but pay suppliers on 60-day terms – this can work temporarily. For most growing businesses, it’s a warning sign worth addressing quickly.

Not all working capital serves the same purpose, so it’s worth understanding the different types that exist.

Permanent working capital

Permanent working capital is the minimum your business needs to keep running – covering fixed recurring costs like rent and payroll regardless of how sales are performing.

Temporary working capital 

Temporary working capital is the additional liquidity you need during peak periods – buying seasonal stock, funding a marketing push, or taking on extra staff. It’s short-term by nature, but getting the timing right is what separates businesses that seize opportunities from those that miss them.

Net vs gross working capital 

Gross working capital is the total value of your current assets before liabilities are subtracted. Net working capital is your current assets minus your current liabilities, and it’s the figure that actually tells you where your business stands financially.

Negative working capital

Negative working capital is when your liabilities exceed assets. For some high-turnover businesses – those that collect payment instantly but pay suppliers on 60-day terms – this can work temporarily. For most growing businesses, it’s a warning sign worth addressing quickly.

Not all working capital serves the same purpose, so it’s worth understanding the different types that exist.

Permanent working capital

Permanent working capital is the minimum your business needs to keep running – covering fixed recurring costs like rent and payroll regardless of how sales are performing.

Temporary working capital 

Temporary working capital is the additional liquidity you need during peak periods – buying seasonal stock, funding a marketing push, or taking on extra staff. It’s short-term by nature, but getting the timing right is what separates businesses that seize opportunities from those that miss them.

Net vs gross working capital 

Gross working capital is the total value of your current assets before liabilities are subtracted. Net working capital is your current assets minus your current liabilities, and it’s the figure that actually tells you where your business stands financially.

Negative working capital

Negative working capital is when your liabilities exceed assets. For some high-turnover businesses – those that collect payment instantly but pay suppliers on 60-day terms – this can work temporarily. For most growing businesses, it’s a warning sign worth addressing quickly.

The capital problem for ambitious businesses

Sjoerd Huisman has spent the last 20 years building financial products for European businesses. As Head of Product Management at Mollie, he’s spent much of his time talking to them about the same problem.

“The businesses I speak to aren’t struggling,” he says. “They’re growing fast, they’re ambitious, they have real opportunities in front of them. The problem is always timing. Money needs to go out before it comes back in – and that gap is where growth gets stuck.”

The timing mismatch affects almost every business. Operational costs – suppliers, staff, marketing, VAT – land before the revenue from sales does. That starts to cost you in missed opportunities.

For many businesses, though, the problem isn’t just timing. It’s that traditional financing wasn’t built for the way they operate.

Traditional banks built their credit models around physical assets – machinery, property, equipment. Those models haven’t kept pace with the way many modern businesses actually grow. An ecommerce brand or a SaaS business can generate real, consistent revenue and still not fit the template. Banks typically want two or three years of verified financial reporting, assessed against criteria designed for businesses that produce physical goods. Many businesses either don’t have that history yet, or the financials they do have don’t satisfy an underwriter working from legacy processes.

“These businesses are genuinely underserved,” says Sjoerd. “It’s not because they’re risky – it’s because the model banks use to assess risk doesn’t account for the way businesses grow today."

Even when traditional financing is technically available, the process itself becomes the barrier. Applications take weeks. By the time a decision comes through, the opportunity has often gone. And some banks place covenants on a loan – restrictions on what a business can and can’t do with the money – once it’s approved.

"The businesses that grow fastest think about capital differently,” Sjoerd says. "Instead of waiting to earn before they invest, they use available capital to pull future revenue forward – fund the stock purchase today, repay it as the sales come in. Once you’ve seen that work, it changes how you think about growth entirely."

Sjoerd Huisman has spent the last 20 years building financial products for European businesses. As Head of Product Management at Mollie, he’s spent much of his time talking to them about the same problem.

“The businesses I speak to aren’t struggling,” he says. “They’re growing fast, they’re ambitious, they have real opportunities in front of them. The problem is always timing. Money needs to go out before it comes back in – and that gap is where growth gets stuck.”

The timing mismatch affects almost every business. Operational costs – suppliers, staff, marketing, VAT – land before the revenue from sales does. That starts to cost you in missed opportunities.

For many businesses, though, the problem isn’t just timing. It’s that traditional financing wasn’t built for the way they operate.

Traditional banks built their credit models around physical assets – machinery, property, equipment. Those models haven’t kept pace with the way many modern businesses actually grow. An ecommerce brand or a SaaS business can generate real, consistent revenue and still not fit the template. Banks typically want two or three years of verified financial reporting, assessed against criteria designed for businesses that produce physical goods. Many businesses either don’t have that history yet, or the financials they do have don’t satisfy an underwriter working from legacy processes.

“These businesses are genuinely underserved,” says Sjoerd. “It’s not because they’re risky – it’s because the model banks use to assess risk doesn’t account for the way businesses grow today."

Even when traditional financing is technically available, the process itself becomes the barrier. Applications take weeks. By the time a decision comes through, the opportunity has often gone. And some banks place covenants on a loan – restrictions on what a business can and can’t do with the money – once it’s approved.

"The businesses that grow fastest think about capital differently,” Sjoerd says. "Instead of waiting to earn before they invest, they use available capital to pull future revenue forward – fund the stock purchase today, repay it as the sales come in. Once you’ve seen that work, it changes how you think about growth entirely."

Sjoerd Huisman has spent the last 20 years building financial products for European businesses. As Head of Product Management at Mollie, he’s spent much of his time talking to them about the same problem.

“The businesses I speak to aren’t struggling,” he says. “They’re growing fast, they’re ambitious, they have real opportunities in front of them. The problem is always timing. Money needs to go out before it comes back in – and that gap is where growth gets stuck.”

The timing mismatch affects almost every business. Operational costs – suppliers, staff, marketing, VAT – land before the revenue from sales does. That starts to cost you in missed opportunities.

For many businesses, though, the problem isn’t just timing. It’s that traditional financing wasn’t built for the way they operate.

Traditional banks built their credit models around physical assets – machinery, property, equipment. Those models haven’t kept pace with the way many modern businesses actually grow. An ecommerce brand or a SaaS business can generate real, consistent revenue and still not fit the template. Banks typically want two or three years of verified financial reporting, assessed against criteria designed for businesses that produce physical goods. Many businesses either don’t have that history yet, or the financials they do have don’t satisfy an underwriter working from legacy processes.

“These businesses are genuinely underserved,” says Sjoerd. “It’s not because they’re risky – it’s because the model banks use to assess risk doesn’t account for the way businesses grow today."

Even when traditional financing is technically available, the process itself becomes the barrier. Applications take weeks. By the time a decision comes through, the opportunity has often gone. And some banks place covenants on a loan – restrictions on what a business can and can’t do with the money – once it’s approved.

"The businesses that grow fastest think about capital differently,” Sjoerd says. "Instead of waiting to earn before they invest, they use available capital to pull future revenue forward – fund the stock purchase today, repay it as the sales come in. Once you’ve seen that work, it changes how you think about growth entirely."

Sjoerd Huisman has spent the last 20 years building financial products for European businesses. As Head of Product Management at Mollie, he’s spent much of his time talking to them about the same problem.

“The businesses I speak to aren’t struggling,” he says. “They’re growing fast, they’re ambitious, they have real opportunities in front of them. The problem is always timing. Money needs to go out before it comes back in – and that gap is where growth gets stuck.”

The timing mismatch affects almost every business. Operational costs – suppliers, staff, marketing, VAT – land before the revenue from sales does. That starts to cost you in missed opportunities.

For many businesses, though, the problem isn’t just timing. It’s that traditional financing wasn’t built for the way they operate.

Traditional banks built their credit models around physical assets – machinery, property, equipment. Those models haven’t kept pace with the way many modern businesses actually grow. An ecommerce brand or a SaaS business can generate real, consistent revenue and still not fit the template. Banks typically want two or three years of verified financial reporting, assessed against criteria designed for businesses that produce physical goods. Many businesses either don’t have that history yet, or the financials they do have don’t satisfy an underwriter working from legacy processes.

“These businesses are genuinely underserved,” says Sjoerd. “It’s not because they’re risky – it’s because the model banks use to assess risk doesn’t account for the way businesses grow today."

Even when traditional financing is technically available, the process itself becomes the barrier. Applications take weeks. By the time a decision comes through, the opportunity has often gone. And some banks place covenants on a loan – restrictions on what a business can and can’t do with the money – once it’s approved.

"The businesses that grow fastest think about capital differently,” Sjoerd says. "Instead of waiting to earn before they invest, they use available capital to pull future revenue forward – fund the stock purchase today, repay it as the sales come in. Once you’ve seen that work, it changes how you think about growth entirely."

How revenue-based financing works

Revenue-based financing works differently from a traditional loan. Instead of a fixed monthly repayment that stays the same regardless of how your business is performing, repayments are taken as a percentage of your daily sales. When sales are strong, you repay faster. During quieter periods, repayments slow down automatically.

Because eligibility is assessed based on your actual trading history, providers can offer revenue-based funding with no lengthy applications, no paperwork, and no personal assets required as collateral. And unlike a traditional bank loan, which sits on your balance sheet as long-term debt, a revenue-based advance is classified as a short-term liability. 

“Think of it like an outstanding invoice from a supplier,” Sjoerd says. “It's an obligation you pay off in the short term, not a structural debt that changes your financial position."

Revenue-based financing works differently from a traditional loan. Instead of a fixed monthly repayment that stays the same regardless of how your business is performing, repayments are taken as a percentage of your daily sales. When sales are strong, you repay faster. During quieter periods, repayments slow down automatically.

Because eligibility is assessed based on your actual trading history, providers can offer revenue-based funding with no lengthy applications, no paperwork, and no personal assets required as collateral. And unlike a traditional bank loan, which sits on your balance sheet as long-term debt, a revenue-based advance is classified as a short-term liability. 

“Think of it like an outstanding invoice from a supplier,” Sjoerd says. “It's an obligation you pay off in the short term, not a structural debt that changes your financial position."

Revenue-based financing works differently from a traditional loan. Instead of a fixed monthly repayment that stays the same regardless of how your business is performing, repayments are taken as a percentage of your daily sales. When sales are strong, you repay faster. During quieter periods, repayments slow down automatically.

Because eligibility is assessed based on your actual trading history, providers can offer revenue-based funding with no lengthy applications, no paperwork, and no personal assets required as collateral. And unlike a traditional bank loan, which sits on your balance sheet as long-term debt, a revenue-based advance is classified as a short-term liability. 

“Think of it like an outstanding invoice from a supplier,” Sjoerd says. “It's an obligation you pay off in the short term, not a structural debt that changes your financial position."

Revenue-based financing works differently from a traditional loan. Instead of a fixed monthly repayment that stays the same regardless of how your business is performing, repayments are taken as a percentage of your daily sales. When sales are strong, you repay faster. During quieter periods, repayments slow down automatically.

Because eligibility is assessed based on your actual trading history, providers can offer revenue-based funding with no lengthy applications, no paperwork, and no personal assets required as collateral. And unlike a traditional bank loan, which sits on your balance sheet as long-term debt, a revenue-based advance is classified as a short-term liability. 

“Think of it like an outstanding invoice from a supplier,” Sjoerd says. “It's an obligation you pay off in the short term, not a structural debt that changes your financial position."

How Mollie Capital can help

Mollie is a financial platform used by more than 250,000 businesses across Europe, and Mollie Capital is the flexible funding we offer to solve exactly the timing and access problems businesses face. It gives eligible Mollie customers access to financing from £500 to £500,000, based on their actual trading history rather than lengthy bank applications.

Image showing the benefits of Mollie Capital

For most businesses, there’s no additional paperwork. If you’re eligible, you’ll see an offer directly in your dashboard. Accept it, and you can have the funds in your account in minutes. For larger amounts, our team is there to help guide you through the process. Repayments are taken automatically as a percentage of your daily sales – so they flex with your business.

Take Condor Wines, a fast-growing online wine merchant. As a seasonal business, their stock needs to be secured well before Q4 demand peaks, and the window to do it is tight. Traditional banks couldn’t move fast enough – the paperwork alone took months. Mollie Capital helped provide exactly the funding they needed to open a new European hub in Germany – ten times larger than their previous warehouse – and expand into new markets.

"It allowed us to be more ambitious with new markets. That gave us the confidence to scale logistics ahead of demand. We now have the space to add a thousand new wines to our portfolio in the busiest quarter of the year." – Bart van den Dries, CEO, Condor Wines

New to Mollie?

Mollie Capital is available to Mollie businesses looking for £300,000 or more. Learn how we can help you get started.

Contact our team members

Already a Mollie customer?

Review your current financing opportunities. If you like what you see, apply directly in your dashboard. 

See your Capital offer

FAQs: Working capital

What’s the difference between working capital and cash flow?

Cash flow tells you how the business has been performing: how money moves in and out of your business over a period. Working capital is a snapshot of where you stand right now: what you own in the short term, minus what you owe in the short term.  

How do I calculate net working capital?

Subtract your current liabilities from your current assets. Current assets are the things expected to turn into cash within the next 12 months – money in the bank, unpaid customer invoices, short-term stock, and prepaid expenses. Current liabilities are what’s due in the same period – supplier bills, VAT, short-term debt instalments, and wages. What’s left is your net working capital, and it’s the figure that tells you how much room you actually have to move.

What’s the difference between permanent and seasonal working capital?

Permanent working capital is the baseline you need all year round to keep the business running (rent, base payroll, the fixed costs that don’t care how trading is going). Seasonal, or temporary, working capital is the extra you need for a specific peak: buying holiday stock, funding a promotional push, or taking on staff for a busy quarter. Most businesses can cover the first from their own reserves. It’s the second that catches people out, because the money goes out months before the sales come back in.

How is working capital financing different from a bank loan?

They’re different tools for different jobs. 

A bank loan is built for long-term investment – a new warehouse, machinery, a hire that pays back over several years. It’s cheaper, but it takes longer to arrange; the repayments are fixed whether you’ve had a strong month or a quiet one, and it sits on your balance sheet as long-term debt.

Working capital financing is built for the short cycle: buy the stock, sell it, repay as it sells. Eligibility is assessed on your trading history rather than years of filed accounts, the money arrives in days rather than weeks, and a revenue-based advance sits as a short-term liability rather than structural debt.

What happens to repayments if my sales slow down?

With Mollie Capital, repayments are taken as a percentage of the sales you process through us – so when your daily revenue drops, the amount you repay drops with it. There’s no fixed instalment to find during a quiet week. That’s the whole point of the model: repayment follows your trading rather than working against it.

Every advance comes with an expected repayment period, agreed before you accept it. Within that window, your sales can rise and fall, and your repayments move with them. What doesn’t move is the end date. The advance still needs to be repaid in full by then, so if trading slows to the point where that looks unlikely, talk to us early rather than late.

How quickly can I access working capital?

If you’re eligible, you’ll find an offer waiting in your Mollie dashboard – no application to fill in and, for most businesses, no paperwork to dig out. Accept it, and the funds can be in your account within minutes. Larger amounts need a little more information and a conversation with our team, but it’s still days rather than the weeks a bank would usually take.

More updates

Stay up to date

Never miss an update. Receive product updates, news and customer stories right into your inbox.

Form fields

Table of contents

Table of contents

Partner featured

MollieGrowthWhat is working capital? A guide for growing businesses
MollieGrowthWhat is working capital? A guide for growing businesses
MollieGrowthWhat is working capital? A guide for growing businesses
MollieGrowthWhat is working capital? A guide for growing businesses