Find the lead-up costs
List the inventory, supplies, materials, payroll, marketing or supplier deposits that happen before the season creates sales. Use real dates and amounts, not a broad estimate.
For businesses that plan around a season
A busy season can require cash before it brings cash in. If your business needs inventory, materials, payroll or staffing ahead of an expected rush, working capital can be one path to explore for a defined operating need.
Explore your optionsProdigy 1 Capital is not a lender. Options, eligibility and approval depend on the funding partner and your application.

Plan before the pressure builds
A seasonal business often spends before its strongest sales period begins. A retailer may need inventory before a holiday rush. A contractor may need materials and crew capacity before weather or project season picks up. A service business may need to prepare for a period when customers are ready to buy all at once.
The challenge is not simply that a season is busy. It is that the costs to serve that demand can arrive first. A clear seasonal plan makes it easier to decide whether working capital is worth exploring and what any funding would need to accomplish.
Start with the calendar
List the inventory, supplies, materials, payroll, marketing or supplier deposits that happen before the season creates sales. Use real dates and amounts, not a broad estimate.
Compare the coming season with the business's own past sales, booked work, customer demand and payment timing. A plan should be grounded in a pattern the business can explain.
Consider the total cost, repayment schedule and what happens if the season arrives later or performs differently than expected. The right option should support the plan, not make it fragile.
Funding products vary. Review the amount, timing, fees, repayment expectations and other terms from a funding partner carefully before accepting an offer.
When seasonal working capital may fit
Inventory must arrive early: Products, materials or supplies need to be in place before the sales window opens.
Payroll supports confirmed work: Your team or seasonal help is needed to deliver jobs, appointments or orders that the business can already see coming.
A supplier deadline matters: A deposit, bulk purchase or production run protects the business's ability to serve customers during its important season.
The cash cycle is understood: You know when the sales, deposits or customer payments that support the plan usually arrive, and can compare that timing with any offer.
Common seasonal needs
The clearest requests are connected to a business activity that has a specific purpose. Knowing how the funds would help the business serve customers makes it easier to compare options and decide whether the full cost is worthwhile.
Prepare for a repeat seasonal sales period with products or supplies that match the business's expected customer demand.
Buy the material or job inputs needed to take on confirmed work when a seasonal window makes delivery time-sensitive.
Support payroll, contractors or training when additional people help the business meet a predictable period of demand.
Prepare a focused campaign when the offer, audience, budget and expected return are already clear enough to measure.
A better readiness check
You do not need to predict every sale. You do need a candid view of what the business is preparing for, what that preparation costs and how the normal cash cycle can support the decision.
Add up the actual purchase, payroll, material or supplier cost. A specific request is more useful than a round number with no defined use.
Note when the cash is needed, when the goods or work begin to generate revenue and when that revenue normally becomes available.
Use prior seasons, booked work, purchase patterns or customer commitments to explain why the preparation is necessary now.
Consider a delayed season, lower sales or a late customer payment, then decide whether the repayment commitment still makes sense.
Match the option to the need
Different options are built for different kinds of timing. Naming the source of the need helps the business start with the most useful conversation rather than treating every cash gap alike.
Consider it for a defined seasonal operating need, such as payroll, inventory, materials or a supplier payment that helps the business prepare for demand.
Consider invoice factoring for small business when the cash gap is tied to eligible invoices already sent to customers.
Consider small business equipment financing when the core need is a vehicle, machine, system or other long-lasting business asset.
Before you apply
Write down the seasonal expense, exact amount and date it needs to be paid.
Gather the business details that show the expected seasonal demand, operating activity and timing of customer payments.
Explain how the funds would protect a current customer commitment or prepare the business for a realistic sales period.
Review every offer's cost, repayment expectations and terms against the cash cycle you expect after the season begins.
Explore the next move
Start with the seasonal need, its timing and the work the funds would do, then explore the business funding paths that may fit.
Seasonal working capital questions
Seasonal working capital is a way to explore funding for a defined operating need that arrives before a business's busiest sales period or before customer payments catch up. Options, eligibility, cost and repayment depend on the funding partner and the business's application.
A business may explore funding for inventory, materials, payroll, seasonal staff, marketing, supplier deposits, repairs or another specific operating cost. The strongest use has a clear amount, timing and business purpose.
Start before the expense is urgent. A simple plan should show when demand usually rises, which costs arrive first, when customer payments tend to land and what the business can reasonably support after the season changes.
No. Invoice factoring is designed for businesses with eligible unpaid customer invoices. Working capital can be a broader path when the seasonal need is inventory, staffing, materials or another operating expense not tied to a specific receivable.