Weekly payroll can fall due several times before a client settles its invoice. A larger placement book needs cash capacity as well as a sales plan.
Discuss your industry requirementSee the finance options for your industry ↓
Start with the product and the job it needs to do. Different parts of the same growth plan may need different funding structures.
Support the gap between payroll and client payment.
Temporary workers may need paying weekly while clients settle later. Advances against eligible client invoices can replenish payroll working capital and support larger placement volumes.
Timesheet approval, invoice evidence, client quality and concentration matter. Work performed alone does not trigger funding.
Release receivables cash while retaining collections.
An established agency with reliable credit control may prefer to manage its own client contact and collections while using an eligible debtor book for working capital.
Confidentiality and verification rights depend on the agreement. Back-office or payroll administration is not automatically included.
Fund a defined agency expansion project.
A planned new office, team or operating investment may need cash before the new placements generate invoices. Borrowing should have a clear budget and repayment case alongside the payroll cycle.
A fixed repayment loan is a different commitment from a revolving receivables line. Test it against margins and slower client receipts.
Consider separately when the investment is equipment-led.
For a substantial purchase of eligible business equipment, asset finance may spread that asset cost. It is relevant only where the agency has an identifiable equipment requirement.
It is not payroll finance and does not fund wages simply because they are business costs. Start with the invoice or loan route for a cash-only need.
Our main focus is £500k+ invoice facilities, £250k+ asset programmes and £200k+ business loans. These are marketing focus amounts, not fixed minimums or evidence of available capacity. Provider assessment and terms determine what can be arranged.
Workers earn pay.
Evidence is accepted by the client.
Provider eligibility can be assessed.
Client receipts follow payroll outflows.
Work performed, timesheets submitted, client approval, invoicing and collection are separate events. A delay in approval can postpone invoice eligibility even though workers still need paying. Include umbrella or subcontract arrangements and how disputes are resolved.
Forecast payroll, employer costs and tax dates against actual invoicing and receipts. High sales do not automatically mean sufficient gross margin or available funding to take on a major contract.
A new master-vendor or large end-client arrangement can produce substantial growth but also concentration. Identify which legal entity owes the invoice, who approves timesheets and any pay-when-paid, set-off or rebate terms.
Ask how the provider treats disputed hours, aged debts, credit notes and permanent-placement rebates. Temporary payroll funding and permanent recruitment receipts have different risk and cash-flow profiles.
Confidential discounting normally leaves collections with the agency. Factoring or specialist recruitment packages may add credit control, payroll or back-office services. Compare the work included and the business’s own staffing costs.
Do not assume a published finance product includes every payroll or compliance service. Responsibilities for worker pay, taxes and employment obligations remain matters to establish separately.
Six weekly outflows£900,000
Cash-timing illustration only. Invoice eligibility and other receipts are assessed separately.Hypothetical illustration only. Not a client case, quote, lender policy or funding commitment.
A hypothetical temporary-staffing business pays £150k a week in payroll-related cash costs. A six-week interval before the related client receipts creates £900k of cash outflow before allowing for other income, margin or existing cash. Invoice advances may replenish funds once timesheets are approved and eligible invoices raised. The £900k is a simple cash-timing illustration, not a facility offer or payroll calculation.
Illustrative assumptions only. Not a quote, provider policy or funding commitment.Compare service and discount charges with any composite fee or separately priced back-office package. Establish minimums, excluded services, debtor protection, receivables security and guarantees. A fee on turnover is not a fee on payroll cost.
Understand facility fees and costs ↗The brief enquiry does not require these documents. Agree the purpose, permissions and appropriate sharing route first.
Do not assume it. The provider must accept the debt and supporting evidence; earlier payroll cash may need to be met separately.
Confidential discounting may allow continued credit control, subject to operating standards and contractual notification rights.
These external sources explain product features. They do not establish an NBS agreement, current lender appetite or terms available to your business. Content reviewed 24 October 2026.
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