Revenue-based financing: how retailers fund inventory without freezing cash

Discover how established omnichannel retailers use revenue-based financing to fund inventory, protect working capital, and scale without rigid bank debt.

Discover how established omnichannel retailers use revenue-based financing to fund inventory, protect working capital, and scale without rigid bank debt.

Konrad Plechowski

Konrad Plechowski

Senior Product Manager for Mollie Capital

Blog image showing several boxes

Revenue-based financing is an advance you repay as a percentage of your daily sales, rather than in fixed monthly instalments. For a retailer, it solves one specific problem: how to buy stock before you’ve sold it without emptying the account you need to run everything else.

Because that’s the position most growing retail businesses find themselves in. A supplier might want 30% upfront to start production and the remaining 70% before the container leaves the factory. That’s your money gone, in full, months before a single unit sells. Meanwhile, payroll still needs paying, marketing still needs funding, and next season’s order is already being quoted.

This isn’t a sign your business is in trouble, but that your cash is doing exactly what inventory-led retail asks of it – going out early, coming back late. The problem is that while it’s out, you can’t use it for anything else.

This article looks at why stock swallows cash the way it does, what a funded and unfunded inventory cycle actually looks like side by side, and how revenue-based financing changes the timing.

Revenue-based financing is an advance you repay as a percentage of your daily sales, rather than in fixed monthly instalments. For a retailer, it solves one specific problem: how to buy stock before you’ve sold it without emptying the account you need to run everything else.

Because that’s the position most growing retail businesses find themselves in. A supplier might want 30% upfront to start production and the remaining 70% before the container leaves the factory. That’s your money gone, in full, months before a single unit sells. Meanwhile, payroll still needs paying, marketing still needs funding, and next season’s order is already being quoted.

This isn’t a sign your business is in trouble, but that your cash is doing exactly what inventory-led retail asks of it – going out early, coming back late. The problem is that while it’s out, you can’t use it for anything else.

This article looks at why stock swallows cash the way it does, what a funded and unfunded inventory cycle actually looks like side by side, and how revenue-based financing changes the timing.

Revenue-based financing is an advance you repay as a percentage of your daily sales, rather than in fixed monthly instalments. For a retailer, it solves one specific problem: how to buy stock before you’ve sold it without emptying the account you need to run everything else.

Because that’s the position most growing retail businesses find themselves in. A supplier might want 30% upfront to start production and the remaining 70% before the container leaves the factory. That’s your money gone, in full, months before a single unit sells. Meanwhile, payroll still needs paying, marketing still needs funding, and next season’s order is already being quoted.

This isn’t a sign your business is in trouble, but that your cash is doing exactly what inventory-led retail asks of it – going out early, coming back late. The problem is that while it’s out, you can’t use it for anything else.

This article looks at why stock swallows cash the way it does, what a funded and unfunded inventory cycle actually looks like side by side, and how revenue-based financing changes the timing.

Revenue-based financing is an advance you repay as a percentage of your daily sales, rather than in fixed monthly instalments. For a retailer, it solves one specific problem: how to buy stock before you’ve sold it without emptying the account you need to run everything else.

Because that’s the position most growing retail businesses find themselves in. A supplier might want 30% upfront to start production and the remaining 70% before the container leaves the factory. That’s your money gone, in full, months before a single unit sells. Meanwhile, payroll still needs paying, marketing still needs funding, and next season’s order is already being quoted.

This isn’t a sign your business is in trouble, but that your cash is doing exactly what inventory-led retail asks of it – going out early, coming back late. The problem is that while it’s out, you can’t use it for anything else.

This article looks at why stock swallows cash the way it does, what a funded and unfunded inventory cycle actually looks like side by side, and how revenue-based financing changes the timing.

What is revenue-based financing?

Revenue-based financing works like this: you receive an advance, and repay it as a fixed percentage of your daily sales until the agreed total is settled. No compounding interest or fixed monthly payment – when you sell more, you repay faster; when you sell less, you repay less. 

Eligibility works differently too. Rather than assessing years of filed accounts, a provider looks at how your business actually trades: payment volume, customer patterns, and sell-through.

Revenue-based financing works like this: you receive an advance, and repay it as a fixed percentage of your daily sales until the agreed total is settled. No compounding interest or fixed monthly payment – when you sell more, you repay faster; when you sell less, you repay less. 

Eligibility works differently too. Rather than assessing years of filed accounts, a provider looks at how your business actually trades: payment volume, customer patterns, and sell-through.

Revenue-based financing works like this: you receive an advance, and repay it as a fixed percentage of your daily sales until the agreed total is settled. No compounding interest or fixed monthly payment – when you sell more, you repay faster; when you sell less, you repay less. 

Eligibility works differently too. Rather than assessing years of filed accounts, a provider looks at how your business actually trades: payment volume, customer patterns, and sell-through.

Revenue-based financing works like this: you receive an advance, and repay it as a fixed percentage of your daily sales until the agreed total is settled. No compounding interest or fixed monthly payment – when you sell more, you repay faster; when you sell less, you repay less. 

Eligibility works differently too. Rather than assessing years of filed accounts, a provider looks at how your business actually trades: payment volume, customer patterns, and sell-through.

Grow with Mollie Capital

Check your eligibility and see your offer directly in your dashboard – with no obligation to take funding.

The inventory liquidity trap: Why stock eats cash faster than most retailers plan for

The awkward thing about inventory is that it’s an asset that behaves like an expense. It sits on your balance sheet looking healthy while doing absolutely nothing for your ability to pay a bill.

And when you order inventory, three things happen:

  • The money leaves early. A 30% deposit to start production, the remaining 70% before it ships, then freight and duty. You’re often three to five months out from your first sale before the last invoice clears.

  • Everything else gets squeezed. Cash tied up in a container is cash you can’t use for a campaign, a hire, or a second warehouse shift. The costs don’t pause while you wait for stock to land.

  • Growth turns stop-start. If your next order depends on the last one selling through, you’re always ordering late, which is exactly how you end up out of stock in the week that demand peaks.

Sjoerd Huisman, Head of Product Management at Mollie, has spent two decades building financial products for European businesses and hears a version of this constantly.

“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.”

He describes one retailer whose marketing was working almost too well. Campaigns around key events drove a spike in orders, but the cash to hold enough stock wasn’t there, so deliveries slipped, and the reviews turned negative. The demand was real, but the inventory position couldn’t keep up.

A €100,000 order across 120 days: With vs without revenue-based financing

The clearest way to see what changes is to compare the same order funded two different ways. 

Say you’re placing a €100,000 inventory order; you plan to put €20,000 behind acquisition marketing on day 90 to drive sell-through, and the stock ultimately generates €400,000 in sales.


Funded from your own cash

Funded with revenue-based financing

Days 1–60

Committing to the order

€100,000 leaves your account for deposits and shipping balances. Your liquidity drops by the full amount before anything is on a shelf.

The €100,000 comes from the advance. Your own balance stays where it is.

Day 90

Marketing push

You spend a further €20,000. You’re now €120,000 out of pocket with no sales yet, and very little room for anything unexpected.

You spend the same €20,000, but it’s the only €20,000 of your own money committed to this cycle.

Days 100–120

Sell-through

Sales reach €400,000, but the first €120,000 goes to refilling the hole. Your next order waits until the rebuild finishes.

Repayments come out automatically at 12% of daily sales, around €48,000 by day 120, while your operating cash stays intact.

Day 120

Where you stand

Ready to reorder once the buffer recovers.

Ready to reorder now.

Both routes sell the same stock and make the same margin. The difference is entirely in what you could do during the quarter, and how quickly you can go again.

The awkward thing about inventory is that it’s an asset that behaves like an expense. It sits on your balance sheet looking healthy while doing absolutely nothing for your ability to pay a bill.

And when you order inventory, three things happen:

  • The money leaves early. A 30% deposit to start production, the remaining 70% before it ships, then freight and duty. You’re often three to five months out from your first sale before the last invoice clears.

  • Everything else gets squeezed. Cash tied up in a container is cash you can’t use for a campaign, a hire, or a second warehouse shift. The costs don’t pause while you wait for stock to land.

  • Growth turns stop-start. If your next order depends on the last one selling through, you’re always ordering late, which is exactly how you end up out of stock in the week that demand peaks.

Sjoerd Huisman, Head of Product Management at Mollie, has spent two decades building financial products for European businesses and hears a version of this constantly.

“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.”

He describes one retailer whose marketing was working almost too well. Campaigns around key events drove a spike in orders, but the cash to hold enough stock wasn’t there, so deliveries slipped, and the reviews turned negative. The demand was real, but the inventory position couldn’t keep up.

A €100,000 order across 120 days: With vs without revenue-based financing

The clearest way to see what changes is to compare the same order funded two different ways. 

Say you’re placing a €100,000 inventory order; you plan to put €20,000 behind acquisition marketing on day 90 to drive sell-through, and the stock ultimately generates €400,000 in sales.


Funded from your own cash

Funded with revenue-based financing

Days 1–60

Committing to the order

€100,000 leaves your account for deposits and shipping balances. Your liquidity drops by the full amount before anything is on a shelf.

The €100,000 comes from the advance. Your own balance stays where it is.

Day 90

Marketing push

You spend a further €20,000. You’re now €120,000 out of pocket with no sales yet, and very little room for anything unexpected.

You spend the same €20,000, but it’s the only €20,000 of your own money committed to this cycle.

Days 100–120

Sell-through

Sales reach €400,000, but the first €120,000 goes to refilling the hole. Your next order waits until the rebuild finishes.

Repayments come out automatically at 12% of daily sales, around €48,000 by day 120, while your operating cash stays intact.

Day 120

Where you stand

Ready to reorder once the buffer recovers.

Ready to reorder now.

Both routes sell the same stock and make the same margin. The difference is entirely in what you could do during the quarter, and how quickly you can go again.

The awkward thing about inventory is that it’s an asset that behaves like an expense. It sits on your balance sheet looking healthy while doing absolutely nothing for your ability to pay a bill.

And when you order inventory, three things happen:

  • The money leaves early. A 30% deposit to start production, the remaining 70% before it ships, then freight and duty. You’re often three to five months out from your first sale before the last invoice clears.

  • Everything else gets squeezed. Cash tied up in a container is cash you can’t use for a campaign, a hire, or a second warehouse shift. The costs don’t pause while you wait for stock to land.

  • Growth turns stop-start. If your next order depends on the last one selling through, you’re always ordering late, which is exactly how you end up out of stock in the week that demand peaks.

Sjoerd Huisman, Head of Product Management at Mollie, has spent two decades building financial products for European businesses and hears a version of this constantly.

“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.”

He describes one retailer whose marketing was working almost too well. Campaigns around key events drove a spike in orders, but the cash to hold enough stock wasn’t there, so deliveries slipped, and the reviews turned negative. The demand was real, but the inventory position couldn’t keep up.

A €100,000 order across 120 days: With vs without revenue-based financing

The clearest way to see what changes is to compare the same order funded two different ways. 

Say you’re placing a €100,000 inventory order; you plan to put €20,000 behind acquisition marketing on day 90 to drive sell-through, and the stock ultimately generates €400,000 in sales.


Funded from your own cash

Funded with revenue-based financing

Days 1–60

Committing to the order

€100,000 leaves your account for deposits and shipping balances. Your liquidity drops by the full amount before anything is on a shelf.

The €100,000 comes from the advance. Your own balance stays where it is.

Day 90

Marketing push

You spend a further €20,000. You’re now €120,000 out of pocket with no sales yet, and very little room for anything unexpected.

You spend the same €20,000, but it’s the only €20,000 of your own money committed to this cycle.

Days 100–120

Sell-through

Sales reach €400,000, but the first €120,000 goes to refilling the hole. Your next order waits until the rebuild finishes.

Repayments come out automatically at 12% of daily sales, around €48,000 by day 120, while your operating cash stays intact.

Day 120

Where you stand

Ready to reorder once the buffer recovers.

Ready to reorder now.

Both routes sell the same stock and make the same margin. The difference is entirely in what you could do during the quarter, and how quickly you can go again.

The awkward thing about inventory is that it’s an asset that behaves like an expense. It sits on your balance sheet looking healthy while doing absolutely nothing for your ability to pay a bill.

And when you order inventory, three things happen:

  • The money leaves early. A 30% deposit to start production, the remaining 70% before it ships, then freight and duty. You’re often three to five months out from your first sale before the last invoice clears.

  • Everything else gets squeezed. Cash tied up in a container is cash you can’t use for a campaign, a hire, or a second warehouse shift. The costs don’t pause while you wait for stock to land.

  • Growth turns stop-start. If your next order depends on the last one selling through, you’re always ordering late, which is exactly how you end up out of stock in the week that demand peaks.

Sjoerd Huisman, Head of Product Management at Mollie, has spent two decades building financial products for European businesses and hears a version of this constantly.

“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.”

He describes one retailer whose marketing was working almost too well. Campaigns around key events drove a spike in orders, but the cash to hold enough stock wasn’t there, so deliveries slipped, and the reviews turned negative. The demand was real, but the inventory position couldn’t keep up.

A €100,000 order across 120 days: With vs without revenue-based financing

The clearest way to see what changes is to compare the same order funded two different ways. 

Say you’re placing a €100,000 inventory order; you plan to put €20,000 behind acquisition marketing on day 90 to drive sell-through, and the stock ultimately generates €400,000 in sales.


Funded from your own cash

Funded with revenue-based financing

Days 1–60

Committing to the order

€100,000 leaves your account for deposits and shipping balances. Your liquidity drops by the full amount before anything is on a shelf.

The €100,000 comes from the advance. Your own balance stays where it is.

Day 90

Marketing push

You spend a further €20,000. You’re now €120,000 out of pocket with no sales yet, and very little room for anything unexpected.

You spend the same €20,000, but it’s the only €20,000 of your own money committed to this cycle.

Days 100–120

Sell-through

Sales reach €400,000, but the first €120,000 goes to refilling the hole. Your next order waits until the rebuild finishes.

Repayments come out automatically at 12% of daily sales, around €48,000 by day 120, while your operating cash stays intact.

Day 120

Where you stand

Ready to reorder once the buffer recovers.

Ready to reorder now.

Both routes sell the same stock and make the same margin. The difference is entirely in what you could do during the quarter, and how quickly you can go again.

When a bank loan makes sense – and when it doesn't

None of this means bank lending is bad; it’s just built for a different job.

“You take a bank loan for the fundamentals,” Sjoerd says. “A warehouse, machinery, something that pays back over five or ten years. Working capital is a different question. It’s whether you can buy the stock this week and sell it over the next six months.”

There’s also a structural mismatch worth thinking about. Bank credit models were designed around businesses that own physical things and produce goods. A modern retailer creates value by sourcing, combining, and moving stock, which doesn’t fit the template, no matter how well it’s doing.

“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.”

Then there’s speed, which in retail usually decides the outcome. A stock lot you’re bidding for against three other buyers is a decision measured in days. A bank application is measured in weeks. Sjoerd uses the example of a business Mollie worked with that kept its facility drawn as cash in its own account precisely because even a same-day approval wouldn’t have been quick enough for the deals it was chasing.

He’s also straightforward about the trade-off: a bank loan is cheaper. What you’re buying with revenue-based financing is speed, and certainty about the cost. One fixed fee, agreed before you accept anything, that doesn’t move. With an interest rate, you can’t know the real total until it’s over.

None of this means bank lending is bad; it’s just built for a different job.

“You take a bank loan for the fundamentals,” Sjoerd says. “A warehouse, machinery, something that pays back over five or ten years. Working capital is a different question. It’s whether you can buy the stock this week and sell it over the next six months.”

There’s also a structural mismatch worth thinking about. Bank credit models were designed around businesses that own physical things and produce goods. A modern retailer creates value by sourcing, combining, and moving stock, which doesn’t fit the template, no matter how well it’s doing.

“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.”

Then there’s speed, which in retail usually decides the outcome. A stock lot you’re bidding for against three other buyers is a decision measured in days. A bank application is measured in weeks. Sjoerd uses the example of a business Mollie worked with that kept its facility drawn as cash in its own account precisely because even a same-day approval wouldn’t have been quick enough for the deals it was chasing.

He’s also straightforward about the trade-off: a bank loan is cheaper. What you’re buying with revenue-based financing is speed, and certainty about the cost. One fixed fee, agreed before you accept anything, that doesn’t move. With an interest rate, you can’t know the real total until it’s over.

None of this means bank lending is bad; it’s just built for a different job.

“You take a bank loan for the fundamentals,” Sjoerd says. “A warehouse, machinery, something that pays back over five or ten years. Working capital is a different question. It’s whether you can buy the stock this week and sell it over the next six months.”

There’s also a structural mismatch worth thinking about. Bank credit models were designed around businesses that own physical things and produce goods. A modern retailer creates value by sourcing, combining, and moving stock, which doesn’t fit the template, no matter how well it’s doing.

“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.”

Then there’s speed, which in retail usually decides the outcome. A stock lot you’re bidding for against three other buyers is a decision measured in days. A bank application is measured in weeks. Sjoerd uses the example of a business Mollie worked with that kept its facility drawn as cash in its own account precisely because even a same-day approval wouldn’t have been quick enough for the deals it was chasing.

He’s also straightforward about the trade-off: a bank loan is cheaper. What you’re buying with revenue-based financing is speed, and certainty about the cost. One fixed fee, agreed before you accept anything, that doesn’t move. With an interest rate, you can’t know the real total until it’s over.

None of this means bank lending is bad; it’s just built for a different job.

“You take a bank loan for the fundamentals,” Sjoerd says. “A warehouse, machinery, something that pays back over five or ten years. Working capital is a different question. It’s whether you can buy the stock this week and sell it over the next six months.”

There’s also a structural mismatch worth thinking about. Bank credit models were designed around businesses that own physical things and produce goods. A modern retailer creates value by sourcing, combining, and moving stock, which doesn’t fit the template, no matter how well it’s doing.

“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.”

Then there’s speed, which in retail usually decides the outcome. A stock lot you’re bidding for against three other buyers is a decision measured in days. A bank application is measured in weeks. Sjoerd uses the example of a business Mollie worked with that kept its facility drawn as cash in its own account precisely because even a same-day approval wouldn’t have been quick enough for the deals it was chasing.

He’s also straightforward about the trade-off: a bank loan is cheaper. What you’re buying with revenue-based financing is speed, and certainty about the cost. One fixed fee, agreed before you accept anything, that doesn’t move. With an interest rate, you can’t know the real total until it’s over.

How revenue-based financing works

Once you’re approved, revenue-based financing follows a simple, repeatable process – regardless of the size of the advance. Here’s what that process looks like: 

You agree one fixed fee upfront. You know the total repayment before you accept a euro. No compounding, no arrangement charges appearing later.

  • You receive the capital as a lump sum, calculated based on your trading history, and use it for whatever the cycle needs: deposits, freight, marketing.

  • Repayments come out of daily sales automatically, typically 15-25% of what you process. Nothing to remember, no direct debit that can bounce.

  • The amount flexes with your trading. Strong week, faster repayment. Quiet week, less taken.

That last point comes with an important caveat that’s easy to miss, so it’s worth stating plainly: the percentage flexes, but the term doesn’t. Every advance has an expected repayment period agreed at the start, and the balance needs to be settled by the end of it.

Once you’re approved, revenue-based financing follows a simple, repeatable process – regardless of the size of the advance. Here’s what that process looks like: 

You agree one fixed fee upfront. You know the total repayment before you accept a euro. No compounding, no arrangement charges appearing later.

  • You receive the capital as a lump sum, calculated based on your trading history, and use it for whatever the cycle needs: deposits, freight, marketing.

  • Repayments come out of daily sales automatically, typically 15-25% of what you process. Nothing to remember, no direct debit that can bounce.

  • The amount flexes with your trading. Strong week, faster repayment. Quiet week, less taken.

That last point comes with an important caveat that’s easy to miss, so it’s worth stating plainly: the percentage flexes, but the term doesn’t. Every advance has an expected repayment period agreed at the start, and the balance needs to be settled by the end of it.

Once you’re approved, revenue-based financing follows a simple, repeatable process – regardless of the size of the advance. Here’s what that process looks like: 

You agree one fixed fee upfront. You know the total repayment before you accept a euro. No compounding, no arrangement charges appearing later.

  • You receive the capital as a lump sum, calculated based on your trading history, and use it for whatever the cycle needs: deposits, freight, marketing.

  • Repayments come out of daily sales automatically, typically 15-25% of what you process. Nothing to remember, no direct debit that can bounce.

  • The amount flexes with your trading. Strong week, faster repayment. Quiet week, less taken.

That last point comes with an important caveat that’s easy to miss, so it’s worth stating plainly: the percentage flexes, but the term doesn’t. Every advance has an expected repayment period agreed at the start, and the balance needs to be settled by the end of it.

Once you’re approved, revenue-based financing follows a simple, repeatable process – regardless of the size of the advance. Here’s what that process looks like: 

You agree one fixed fee upfront. You know the total repayment before you accept a euro. No compounding, no arrangement charges appearing later.

  • You receive the capital as a lump sum, calculated based on your trading history, and use it for whatever the cycle needs: deposits, freight, marketing.

  • Repayments come out of daily sales automatically, typically 15-25% of what you process. Nothing to remember, no direct debit that can bounce.

  • The amount flexes with your trading. Strong week, faster repayment. Quiet week, less taken.

That last point comes with an important caveat that’s easy to miss, so it’s worth stating plainly: the percentage flexes, but the term doesn’t. Every advance has an expected repayment period agreed at the start, and the balance needs to be settled by the end of it.

What revenue-based financing means to your balance sheet

For a founder or finance director, the accounting treatment usually comes up before anything else. Four things are worth understanding.

The first is how the advance gets judged, rather than whether it shows up. It does show up: an advance is a liability, and it sits on your balance sheet like any other. What differs is how it reads to anyone assessing your business. A repayment that flexes with your sales carries a different risk profile to a fixed instalment running over five or ten years, because what you owe moves with your ability to pay it. Investors and lenders tend to weigh it accordingly, as a short-cycle obligation rather than structural debt stretched across the next decade of your accounts.

The second is what taking one does to your future borrowing. We assess eligibility on how you trade with us, so there’s no hard credit check to take an advance. Nothing lands on your file the way a loan application would, and you keep the headroom you might want later for something structural. For some markets, we’ll run a background check, but that’s different from a hard search.

The third is tax treatment on the capital itself. In most cases, the advance isn’t treated as taxable income – it’s not revenue, so it doesn’t inflate your tax bill in the year you receive it. The specifics vary depending on where your business is based, so it’s worth checking with your accountant.

The fourth is the fee. It’s typically treated as a business expense, deductible in the period you incur it – which means the cost of the advance reduces your taxable profit rather than sitting as an add-on cost with no offsetting benefit.

For a founder or finance director, the accounting treatment usually comes up before anything else. Four things are worth understanding.

The first is how the advance gets judged, rather than whether it shows up. It does show up: an advance is a liability, and it sits on your balance sheet like any other. What differs is how it reads to anyone assessing your business. A repayment that flexes with your sales carries a different risk profile to a fixed instalment running over five or ten years, because what you owe moves with your ability to pay it. Investors and lenders tend to weigh it accordingly, as a short-cycle obligation rather than structural debt stretched across the next decade of your accounts.

The second is what taking one does to your future borrowing. We assess eligibility on how you trade with us, so there’s no hard credit check to take an advance. Nothing lands on your file the way a loan application would, and you keep the headroom you might want later for something structural. For some markets, we’ll run a background check, but that’s different from a hard search.

The third is tax treatment on the capital itself. In most cases, the advance isn’t treated as taxable income – it’s not revenue, so it doesn’t inflate your tax bill in the year you receive it. The specifics vary depending on where your business is based, so it’s worth checking with your accountant.

The fourth is the fee. It’s typically treated as a business expense, deductible in the period you incur it – which means the cost of the advance reduces your taxable profit rather than sitting as an add-on cost with no offsetting benefit.

For a founder or finance director, the accounting treatment usually comes up before anything else. Four things are worth understanding.

The first is how the advance gets judged, rather than whether it shows up. It does show up: an advance is a liability, and it sits on your balance sheet like any other. What differs is how it reads to anyone assessing your business. A repayment that flexes with your sales carries a different risk profile to a fixed instalment running over five or ten years, because what you owe moves with your ability to pay it. Investors and lenders tend to weigh it accordingly, as a short-cycle obligation rather than structural debt stretched across the next decade of your accounts.

The second is what taking one does to your future borrowing. We assess eligibility on how you trade with us, so there’s no hard credit check to take an advance. Nothing lands on your file the way a loan application would, and you keep the headroom you might want later for something structural. For some markets, we’ll run a background check, but that’s different from a hard search.

The third is tax treatment on the capital itself. In most cases, the advance isn’t treated as taxable income – it’s not revenue, so it doesn’t inflate your tax bill in the year you receive it. The specifics vary depending on where your business is based, so it’s worth checking with your accountant.

The fourth is the fee. It’s typically treated as a business expense, deductible in the period you incur it – which means the cost of the advance reduces your taxable profit rather than sitting as an add-on cost with no offsetting benefit.

For a founder or finance director, the accounting treatment usually comes up before anything else. Four things are worth understanding.

The first is how the advance gets judged, rather than whether it shows up. It does show up: an advance is a liability, and it sits on your balance sheet like any other. What differs is how it reads to anyone assessing your business. A repayment that flexes with your sales carries a different risk profile to a fixed instalment running over five or ten years, because what you owe moves with your ability to pay it. Investors and lenders tend to weigh it accordingly, as a short-cycle obligation rather than structural debt stretched across the next decade of your accounts.

The second is what taking one does to your future borrowing. We assess eligibility on how you trade with us, so there’s no hard credit check to take an advance. Nothing lands on your file the way a loan application would, and you keep the headroom you might want later for something structural. For some markets, we’ll run a background check, but that’s different from a hard search.

The third is tax treatment on the capital itself. In most cases, the advance isn’t treated as taxable income – it’s not revenue, so it doesn’t inflate your tax bill in the year you receive it. The specifics vary depending on where your business is based, so it’s worth checking with your accountant.

The fourth is the fee. It’s typically treated as a business expense, deductible in the period you incur it – which means the cost of the advance reduces your taxable profit rather than sitting as an add-on cost with no offsetting benefit.

How Mollie Capital can help

Mollie is a financial platform used by more than 250,000 businesses across Europe, and Mollie Capital is the funding we built for exactly this timing problem. Eligible businesses can access between €500 and €500,000, assessed on how they actually trade with us rather than a set of filed accounts.

Because we already process your payments, there’s usually nothing to submit. If you’re eligible, the offer is waiting in your dashboard, and you can adjust the slider to take the amount you need. Accept it, and funds typically arrive within one to two business days. Larger amounts need a conversation and a bit more information, but you’re still looking at days, not weeks.

Otrium, the online fashion marketplace, used Mollie Capital to change how it bought stock. Moving beyond consignment into wholesale meant buying ahead of demand, and their banking partners couldn't move at the pace the business needed. The capital funded the stock, and the stock drove more than 20% year-on-year revenue growth in the second half of the year.

"The pace at which you can get funding through Mollie and how fast it moves compared to traditional banks – it’s remarkable,” says Rutger van Boxtel, Otrium’s COO and General Counsel. “What makes Mollie different is that they’re close enough to the business to actually see which companies are growing in the right direction; they’re not just looking at whether you’re EBITDA positive. Traditional banks come looking for you when things are already going well – when you need them most, they’re not there.”

And as Otrium’s volumes grew, Mollie came back with better pricing before being asked. 

“They helped us grow, and then they came back and shared that upside with us," says Rutger. “That’s not something that happens with traditional providers."

New to Mollie? Mollie Capital is available to Mollie users. Discover how we can help you get started.

Already a Mollie customer? Check your eligibility and see your offer directly in your dashboard – with no obligation to take funding.

Mollie is a financial platform used by more than 250,000 businesses across Europe, and Mollie Capital is the funding we built for exactly this timing problem. Eligible businesses can access between €500 and €500,000, assessed on how they actually trade with us rather than a set of filed accounts.

Because we already process your payments, there’s usually nothing to submit. If you’re eligible, the offer is waiting in your dashboard, and you can adjust the slider to take the amount you need. Accept it, and funds typically arrive within one to two business days. Larger amounts need a conversation and a bit more information, but you’re still looking at days, not weeks.

Otrium, the online fashion marketplace, used Mollie Capital to change how it bought stock. Moving beyond consignment into wholesale meant buying ahead of demand, and their banking partners couldn't move at the pace the business needed. The capital funded the stock, and the stock drove more than 20% year-on-year revenue growth in the second half of the year.

"The pace at which you can get funding through Mollie and how fast it moves compared to traditional banks – it’s remarkable,” says Rutger van Boxtel, Otrium’s COO and General Counsel. “What makes Mollie different is that they’re close enough to the business to actually see which companies are growing in the right direction; they’re not just looking at whether you’re EBITDA positive. Traditional banks come looking for you when things are already going well – when you need them most, they’re not there.”

And as Otrium’s volumes grew, Mollie came back with better pricing before being asked. 

“They helped us grow, and then they came back and shared that upside with us," says Rutger. “That’s not something that happens with traditional providers."

New to Mollie? Mollie Capital is available to Mollie users. Discover how we can help you get started.

Already a Mollie customer? Check your eligibility and see your offer directly in your dashboard – with no obligation to take funding.

Mollie is a financial platform used by more than 250,000 businesses across Europe, and Mollie Capital is the funding we built for exactly this timing problem. Eligible businesses can access between €500 and €500,000, assessed on how they actually trade with us rather than a set of filed accounts.

Because we already process your payments, there’s usually nothing to submit. If you’re eligible, the offer is waiting in your dashboard, and you can adjust the slider to take the amount you need. Accept it, and funds typically arrive within one to two business days. Larger amounts need a conversation and a bit more information, but you’re still looking at days, not weeks.

Otrium, the online fashion marketplace, used Mollie Capital to change how it bought stock. Moving beyond consignment into wholesale meant buying ahead of demand, and their banking partners couldn't move at the pace the business needed. The capital funded the stock, and the stock drove more than 20% year-on-year revenue growth in the second half of the year.

"The pace at which you can get funding through Mollie and how fast it moves compared to traditional banks – it’s remarkable,” says Rutger van Boxtel, Otrium’s COO and General Counsel. “What makes Mollie different is that they’re close enough to the business to actually see which companies are growing in the right direction; they’re not just looking at whether you’re EBITDA positive. Traditional banks come looking for you when things are already going well – when you need them most, they’re not there.”

And as Otrium’s volumes grew, Mollie came back with better pricing before being asked. 

“They helped us grow, and then they came back and shared that upside with us," says Rutger. “That’s not something that happens with traditional providers."

New to Mollie? Mollie Capital is available to Mollie users. Discover how we can help you get started.

Already a Mollie customer? Check your eligibility and see your offer directly in your dashboard – with no obligation to take funding.

Mollie is a financial platform used by more than 250,000 businesses across Europe, and Mollie Capital is the funding we built for exactly this timing problem. Eligible businesses can access between €500 and €500,000, assessed on how they actually trade with us rather than a set of filed accounts.

Because we already process your payments, there’s usually nothing to submit. If you’re eligible, the offer is waiting in your dashboard, and you can adjust the slider to take the amount you need. Accept it, and funds typically arrive within one to two business days. Larger amounts need a conversation and a bit more information, but you’re still looking at days, not weeks.

Otrium, the online fashion marketplace, used Mollie Capital to change how it bought stock. Moving beyond consignment into wholesale meant buying ahead of demand, and their banking partners couldn't move at the pace the business needed. The capital funded the stock, and the stock drove more than 20% year-on-year revenue growth in the second half of the year.

"The pace at which you can get funding through Mollie and how fast it moves compared to traditional banks – it’s remarkable,” says Rutger van Boxtel, Otrium’s COO and General Counsel. “What makes Mollie different is that they’re close enough to the business to actually see which companies are growing in the right direction; they’re not just looking at whether you’re EBITDA positive. Traditional banks come looking for you when things are already going well – when you need them most, they’re not there.”

And as Otrium’s volumes grew, Mollie came back with better pricing before being asked. 

“They helped us grow, and then they came back and shared that upside with us," says Rutger. “That’s not something that happens with traditional providers."

New to Mollie? Mollie Capital is available to Mollie users. Discover how we can help you get started.

Already a Mollie customer? Check your eligibility and see your offer directly in your dashboard – with no obligation to take funding.

FAQs: Revenue-based financing and Mollie Capital

Is revenue-based financing better than a bank loan?

It depends entirely on what you’re buying. If you’re funding something structural – a warehouse, machinery, a hire that pays back over five years – a bank loan is the right instrument, and it’ll be cheaper. Revenue-based financing is built for the short cycle: buy the stock, sell it, repay as it sells. It’s assessed on your trading rather than years of accounts, the money arrives in days rather than weeks, and it doesn’t need to sit on your balance sheet as debt at all. The honest version is that you’re paying for speed and certainty, and whether that’s worth it depends on what the delay would cost you.

What happens to repayments if my sales slow down?

Repayments are taken as a percentage of the sales you process, so when daily revenue drops, the amount you repay drops with it. There’s no fixed instalment to find during a quiet week.

It’s worth being clear about where that flexibility ends, because this is the part businesses most often miss. 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 get the money?

If you’re eligible, the offer is already in your Mollie dashboard. There’s 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 you’re still looking at days rather than the weeks a bank would take. That gap is usually the whole point: stock deals tend to expire long before a credit committee meets.

Is there interest, or any fee I won’t see coming?

No. You agree one fixed fee before you accept anything, and that’s the number. No compounding interest, no arrangement fee, no early repayment penalty, no charge that appears in month four. The reason we do it this way is that a percentage rate makes the real cost genuinely hard to work out in advance; you only know what a loan costs you once it’s finished. Here you know before you start. You can check out our help article to learn more. 

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