Capital sized to expansion, not just trailing twelve.

How the capital stack works at this stage

Growth businesses, in practice.

Common stacks at this stage

The combinations a CPA usually assembles for growth businesses.

A stack combines two or more of the programs above into a single capital-structuring answer. Each card names the programs AND the role each one plays inside the combination.

• 3 layers

  CSBFP + working-capital line

  The single most common owner-operator capital stack in Canada layers a CSBFP equipment + leasehold loan with a conventional working-capital revolver. CSBFP covers the asset purchases at the cheapest available rate (Prime + 3%, government-guaranteed); the revolver handles the AR + inventory cycle. The two facilities never compete for the same dollar — they fund different parts of the business — but the package needs to be designed together so the lender sees a coherent overall ask.

  Read the stack

• 3 layers

  SR&ED + IRAP

  SR&ED and IRAP are the two workhorses of Canadian R&D funding. They cover overlapping eligible expenditures but work through fundamentally different mechanisms — SR&ED is a refundable tax credit claimed in arrears against the corporate return; IRAP is a contribution program with pre-approval and draw-down funding. Run together on the same project, the two programs fund a meaningful share of a Canadian tech company’s technical labour. The trap is double-claiming the same hours: IRAP cannot pay for time also claimed as SR&ED, and the timesheet discipline matters.

  Read the stack

• 3 layers

  MBO leverage stack

  Management buyouts are leverage transactions first and equity transactions second. The senior tranche carries the cheapest dollar but the tightest covenants; the mezzanine layer unlocks the upper-leverage band at higher coupon; the vendor note bridges the equity-injection gap; the management team injects the equity that closes the deal. Each layer has distinct economics that compound over the five-to-seven years it usually takes to retire the debt — and the wrong ratio at close costs the management team materially at exit.

  Read the stack

• 6 layers

  Clean-tech grant stack

  Canada has built one of the deepest federal funding stacks in the world for clean technology, but the programs don’t self-orchestrate — each has its own application, eligibility, and matching-capital rule. The skill is layering them coherently so the project carries the lowest blended cost of capital without disqualifying itself from any individual program by stacking-rule conflict. Done well, a Canadian clean-tech project can pull 40–60% of total project cost as non-repayable contributions plus refundable tax credits, with the balance covered by senior debt or strategic equity.

  Read the stack

• 5 layers

  Exporter stack

  Exporters face two distinct capital gaps simultaneously: the up-front cost of entering a new market (research, travel, trade shows, IP protection, translation) and the working-capital cycle of fulfilling export orders (longer DSO, currency exposure, foreign-buyer credit risk). Different instruments cover each gap; the right structure layers two or three of them together rather than picking one. The CPA designs the financing plan and the FX hedge against the same set of assumptions so the export plan and the capital plan don’t drift apart.

  Read the stack

• 8 layers

  Manufacturer growth stack

  Manufacturers carry hard assets, long working-capital cycles, and a programmatic R&D spend — three traits that open distinct funding pools in the Canadian system. The default growth-stage stack layers equipment finance (the asset side), ABL or senior revolvers (the working-capital cycle), and the non-dilutive R&D layer (SR&ED + IRAP + Clean Tech ITC where applicable). Each piece is independently underwritten but designed against a single business case so the lenders and the grant programs see a coherent overall plan.

  Read the stack

Other stages

Different stage, different stack.

The capital available to a pre-revenue business looks nothing like the capital available to a $25M-revenue operating business. The stages below trace the progression — and the programs that move from “not yet” to “cheapest dollar” as the business matures.

• 11 programs

  Established

  $25M+ revenue, mature operations

  Established businesses get bespoke capital, not catalog products. The senior facility is negotiated rather than priced off a grid; the ABL covers a real, sized AR + inventory base; mezzanine and private credit lend on covenants tailored to the situation, not a credit-box checklist. The CPA’s role at this stage is structuring the stack — total leverage, blended cost of capital, covenant headroom through the projection — before the term sheet is signed.

  Explore the stage

• 7 programs

  Pre-revenue / startup

  Idea, pilot, or pre-product-market-fit

  Pre-revenue businesses get told ‘no’ by every conventional lender — there’s no operating history, no coverage, often no hard collateral. What works at this stage is non-dilutive grants and refundable tax credits, advisory-plus-funding programs like IRAP, and equity (when the round is the right capital event). The non-dilutive layer goes first because every dollar of it is a dollar you don’t dilute the cap table to raise.

  Explore the stage

• 11 programs

  Early-revenue

  Under $5M revenue

  Early-revenue businesses sit in the gap between “too young for the bank’s credit committee” and “past needing pure equity.” The right stack draws from instruments that underwrite on something other than five years of audited financials: CSBFP (because the government guarantees the risk), equipment finance (because the asset is the security), factoring (because the AR is the security), RBF (because the recurring revenue is the structure), and the same non-dilutive layer that funds pre-revenue technical work.

  Explore the stage