Guest post by Steve Vitelli, Director of Affiliate and Strategic Partnerships.

484-667-6676 [email protected]

Join our partner family

—

You know the moment. 

Founder says: “We might need capital.” 

Then immediately adds: “But I don’t want to get sold.” 

Or worse: 

“My buddy knows a broker. Should I just do that?” 

Your job in that moment isn’t to “pitch funding.” 

You must keep the founder from making a panicked decision with a permanent cost. 

Here’s the exact way I bring it up (word for word) so it lands like a CFO conversation, not a sales call....

I only bring up financing when one of these is true: 

1. There’s a timing gap (good business, bad calendar) 

2. There’s an urgent constraint (inventory, payroll, vendor terms, seasonal spike)

3. We’re buying time for a specific fix (AR cleanup, pricing change, close discipline) 

If none of those are true, “capital” becomes a distraction.

Step 1: Name the problem type 

Ask this, then shut up: 

“If we had $200K more cash tomorrow, what would change next week?”

Their answer tells you everything. 

“We’d make payroll / cover a gap / buy inventory” → Timing 

“We’d stop losing money / fix margins / stop discounting” → Unit economics

“We’d finally get organized / catch up books / understand cash” → Reporting/controls 

Step 2: Check if financing helps or hides 

Ask: 

“Is the business already profitable on paper, but cash timing is broken?” Yes → financing can be a tool 

No → financing can still happen, but treat it like oxygen + strict plan 

Step 3: Confirm the exit plan 

Ask: 

“What’s the payoff source?” 

If there’s no clear payoff path, you’re not evaluating funding. You’re approving stress. 

Script 1: The first time you bring it up 

“We have two separate jobs here: fix the underlying issue and protect the business while we fix it. Financing can be a bridge, but only if we pick it deliberately.” 

Script 2: The boundary line (so you don’t sound like a broker) 

“I don’t sell financing. I evaluate options the same way I evaluate any decision: total cost, weekly cash impact, and risk.” 

Script 3: The founder-proof explanation 

“A lot of people get fooled by the word ‘rate.’ We’re going to compare deals by total cost and what they do to weekly cash flow. That’s what keeps you safe.” 

Script 4: The “bank said no” moment 

“A bank ‘no’ doesn’t mean you’re doomed. It usually means: timeline, documentation, or risk profile. We can still get capital—our job is to choose the least-damaging route.” 

Script 5: The “my buddy’s broker” moment 

“We can look at brokered options, but I want one direct option in the mix so we can see what ‘no middle layer’ pricing looks like. Then we’ll choose.” 

Script 6: The decision summary 

“We’re picking between speed, cost, and flexibility. We’ll pick the option that keeps the operating plan intact with the least strain on cash flow.” 

--- 

I keep it stupid simple. Five rows: 

Founders calm down the moment they see a table. 

Because it turns panic into process. 

--- 

When CFOs evaluate funding, they want: 

That’s where direct-to-lender working capital often lands, especially when:

That’s also why some fractional CFOs partner with a direct lender like Mulligan Funding, LLC:

it gives them a clean option to compare against brokered routes, and in many cases, clients see meaningful savings by removing the middle layer. 

If you ever refer a lender, say this once:

“If I refer you, I’m disclosing it. You’ll have options. We’re choosing based on what’s best for the business.” 

Some CFOs take a referral fee. 

Some reduce it to pass extra savings to the client. 

Either way, the trust stays intact when you put it on the table upfront. 

--- 

DM Stephen Vitelli “SCRIPT” and he’ll send you: 

If you want a direct option to compare against brokered routes, Stephen Vitelli at Mulligan Funding, LLC can provide that lane. 

—

Guest post by Steve Vitelli, Director of Affiliate and Strategic Partnerships.

484-667-6676 [email protected]

Join our partner family