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Weekly Wrap-Up: The Good, The Bad, and The Ugly; Lessons Learned 20100529

Weekly Wrap-Up: The Good, The Bad, and The Ugly; Lessons Learned 20100529


Greetings from the beautiful San Francisco Bay Area where temperatures are in the mid 70’s warming up to the low 80’s.


Since the beginning of the year I’ve been on 3,998 phone calls averaging seven minutes and three seconds per call. That’s 470 hours and almost 40 minutes.You need to know that I’m really working and not screwing around.

The reason our websites are so large is so that you and those whom you choose to refer can learn more about our products and services.

With over 3,300 pages of information published on our two major websites and hundreds of pages on ancillary sites and growing by 15 to 20 pages a week chances are your questions are already answered and the solution(s) to your funding requests are posted.


It’s real simple: We work on either a Priority basis where you pay a fully earned, non-refundable fee for six months of service or a Non-Priority basis when you are not in a big hurry and we get to you and your project when we can: after allPriority Clients come first.

We work on your project and focus all our energy on you and other priority clients first and then others in order of availability.

We don’t take on a client or project unless we’re reasonably sure that we can achieve success.

The fee is 1% of what you are looking for subject to a minimum $3,000: maximum $30,000 per project. Any amount that you are trying to fund under $300,000 is $3,000 and any amount $3,000,000 and above is $30,000.

If you’re looking for $500,000 the fee is $5,000. If you’re looking for $1,000,000 the fee is $10,000. You get the picture.

Some ask me to spend the day with them. I charge $10,000 per day. You come to Concord CA. Some ask for a half day and I charge them $5,000. Some want an hour and I charge them $1,000.

You can see these services at You can direct deposit or wire fees to our Bank of America Corporate account. With 33+ years in financial services (since 11/76) we may be uniquely qualified to serve you.


Every Saturday I’ll be sharing lessons that I learned from the week. I hope that it’s of benefit to you.

This program came in the evening of May 26th:




    (Fee Can Be Paid by Credit Card)




    (Fee Can Be Paid by Credit Card)






I have followed Martin Weiss for about 25 years. Here is your access to the Strongest and Weakest Banks in the USA.

With 73 bank failures to date this year we’re at double the pace of last year:


My good friend, John Adams, called this morning, May 26th and shared this website;

If you’re a patriot you can help us take back the House of Representatives and jump-start the economy. We have 80,000 members and at 500,000 members our plan of action will be put into place. If you have questions please call me and I’ll personally introduce you to John.


We have two new large project funding sources $50 million and above. They require 1% as a good faith deposit. Merrill Lynch handles escrow from their New York office.

The first takes 30% of net profit. They distribute proceeds incrementally so if you need $100m the first month this is not the program for you.

I sent this to Indi in China who needs $950m to fund his project. Indi was referred by Vasko:

I may have a funding source for your project. They require a 1% good faith deposit that is refundable. They take 30% of net profits. A buy-out is possible after three to five years. They are affiliated with Merrill Lynch. They are based in New York. They take 75 to 105 calendar days to fund.

This is what I received: I am direct to a 100% Project Funding Profit Sharing Program that just closed $500M last week (first monthly draw is next week). Minimum project size is $50M up to $5B. They do require up to a 1% Good Faith Deposit (GFD), but only AFTER you have read, understood, agreed to, and signed a Terms & Conditions Agreement, Profit Sharing Agreement, Escrow Agreement, and Draw Schedule. SO, you know all the players involved & the terms before any money is due. Also, they allow attorney-to-attorney calls to validate references and verify capacity to perform BEFORE the GFD is required. They use a well known 3rd party for their due diligence. Funder adds fees to net amount required by client and funds total gross amount. Fees don’t come into play at all unless client buys out the lender down the road..which is optional.

I have two projects (a $500M mixed use/entertainment project in Texas and an $82M resort project in the Bahamas) that just received their offers from this lender. Closing can be as soon as June 30, depending on when they get their GFD in (for example, if they have GFD in by May 14, they will close June 30, pending no major issues during due diligence/background screening).

BTW, Joe, I agree with your comment about integrity and ethics. For the record, I am a U.S. Air Force Academy graduate. The Honor Code I lived by as a cadet is still important to me today (I named my company after the mascot at USAFA…the Falcon). My reputation and integrity are MORE important to me than closing any deal that hints of unethical or immoral behavior. I look forward to hearing from direct clients seeking funds for their $50M+ commercial projects.


Working Capital Fast

Money to Solve Cash Flow Needs

100% Profit Sharing Project Funding Program.


100% Profit Sharing Project Funding Program.

This is NOT a LOAN Program; there is NO DEBT SERVICE.  It is a Profit Sharing Program whereby the New York-based Funder/Investment Firm provides 100% of the project costs plus fees in exchange for a minimum of 30% of the NET profits.  There will be no provisions for recourse on the deal, no terms of payment or repayment in the funding docs.   A client can buy out the Funder/Investment Firm after 3 or more years from build out, but it is optional.  Merrill Lynch is the Escrow Company, along with an established attorney firm and a Consultant Firm that pulled the Program together.

Basically, the Funder/Investment Firm looks for financially and economically viable projects.  Among other types of projects, they like hospitals, resorts, mixed use, green and humanitarian projects, as long as it makes economic sense.  They won’t look at a project unless it has strong equity and/or liquidity among the major principals.

The 1% or less (depending upon the size of the program) Good Faith Deposit (GFD) is required only AFTER the Terms & Conditions Agreement, Escrow Agreement, and Capital Investment (Profit Sharing) Agreement are signed (so all terms and players are understood), and it is REFUNDED with the first draw.  Merrill Lynch must verify with all 5 signatories (client, Merrill Lynch, third party attorney firm, Funder/Investment Firm, Consultant Firm) that they ALL agree to move the money out of the account before any escrow money can be transferred.

The fees are high, but they are one-time fees and rolled into the gross funded amount.  The fees are 18%, as distributed below, plus another 6% points.
10% – HSBC (to issue the bank instrument used by Funder)
6%  –  Funder/Investment Firm
2%  –  Consultant Firm (my fees are incorporated in this number)
18% Fees + 6 Points

To submit, a project needs to provide  the following:

1.  Executive Summary
2.  Business Plan
3.  CIS – must be notarized
4.  Proforma/Financial Data
5.  Source and Use of Funds
6.  Bio/Resumes of Principals
7.  Personal Financials of primary principal(s)
8.  Proof of Funds
9.  Corporate Docs (I have samples of Corporate docs if needed):
– Fit & Proper
– Director’s Self Declaration
– Confirmation on the bearer shares undertaking
– Board minutes to appoint the representative in executing the escrow agreement
– Certification of Incorporation

The procedure for qualifying for the financing is as follows:

  1. Client submits their CIS and all required documents to Cash Flow Specialists, Inc..
  1. Cash Flow Specialists, Inc. will review the application and submit the package to the Funder/Investment Firm for evaluation, which normally takes 5-7 business days.  If approved, a Terms and Conditions AgreementEscrow Agreementand Capital Investment Agreement will be issued listing all details of the proposed transaction for the client’s review.
  1. If the client wishes to move ahead with the financing, they will then need to endorse all three documents as specified in Step #2 above, return it to Cash Flow Specialists, Inc. and remit the Good Faith Deposit to proceed to the next step.  This escrow amount will vary from 1% of the Total Gross Funding amount to 0.25%, depending on the transaction size.
  1. The file will continue to be reviewed and any additional conditions will be required to be remitted.
  1. Once all conditions have been satisfied, the Formal Funding Documents will be issued, which will reiterate the terms of the financing.
  1. After the signed Formal Funding Documents have been returned to the Funder/Investment Firm, the transaction will move to funding.  At the time of the initial funding, the escrow funds will be rebated to the client with the first monthly draw.
  1. Subsequent fundings will occur as per the draw schedule, which will be part of the Legal Formal Funding Documents.
  2. Regarding a high level timeline, initial funding is expected 90 days after the GFD funds are deposited into the escrow account.

Sample $50,000,000 Funding

Project Name: Project Name
Company Contact: Company Contact
Company Name: Company Name
Company Address: Address, City, State/Prov Country Zip/PC
Net Funding Amount: $50,000,000
Total Fees (18%): $9,000,000
Sub-Total: $59,000,000
Points 6%: $3,540,000
Gross Funding Amount : $62,540,000
Good Faith Deposit required to be put in Escrow: $625,400
Anticipated Initial Funding Month of XXXX
Non-Refundable Escrow Agent Fee allocated to Merrill Lynch from Good Faith Deposit: $5,000
Non-Refundable Due Diligence Fee allocated to Funder//Investment Firm from Good Faith Deposit: $50,000
Refundable Fee Allocated to Funder/Investment Firm for Financial Instrument Acquisition from Good Faith Deposit $125,000
Minimum Years before Buy-out Eligibility: X Years
Financial Reporting Required to Funder//Investment Firm: Quarterly from Date of Financing Closing Date
Remittances of Net Profit to Funder/Investment Firm: Quarterly from Date of Financing Closing Date
Annual Audits Required by Mutually Acceptable Local Accounting Firm: Yes
Expiration of this Document if not returned and endorsed with Good Faith Deposit to follow on the same business day. DD/MM/YYYY

Note 1 – Fundings under $200M require 1% GFD, fundings from $200M to $1.5B require .5% GFD, over 1.5B require 0.25%.

Note 2 – Escrows will be held with Merrill Lynch in a managed escrow account.
Please note there are TWO NON-REFUNDABLE fees that come out of the Good Faith Deposit, one $5K fee for Escrow Management and one fee between $25K-100K for due diligence.  The due diligence amount depends on the number of principals that need background checks, the citizenship of the principals, and the location of the project (overseas vs. U.S.).  They use a well known 3rd party to perform the due diligence; Kroll ( is known worldwide for their background screening.  A client will be able to get copies of all information obtained by Kroll during the due diligence process, so you’ll know how your non-refundable due diligence fees were spent.

The Profit Sharing Position of the Funder/Investment Firm will be at least 30% of all net profits for the project as listed above.  If the client wishes to take out the Funder/Investment Firm, they may do so after the minimum term for the greater of 30% of the Fair Market Value of the Project, as determined on the Valuation Date, or the Gross Funding Amount.

The Valuation Date is the date at which the client wishes to buy out the Funder/Investment Firm’s Profit Sharing position in the project.  If the client does not wish to buy out the Funder/Investment Firm, then the 30% profit will be payable to the Funder/Investment Firm on a quarterly basis, within 30 days of each quarter year from the transaction closing date.

The Funder/Investment Firm will have no operational activities.  It is the responsibility of the client to send reports to the Funder/Investment Firm of business activities on a quarterly basis and to keep them abreast of any material developments.  Quarterly reports and annual audits will also be required.


All draw schedules must take place over a minimum of 12 months.  In some cases where the deal is an acquisition, this may cause some complications as the client may wish to have an accelerated draw schedule so that the initial funding will be sufficient to cover the acquisition cost of the assets required for the Project.

Due to the program limitations at this time, it may be necessary for the client to “bank” the draws so that they have the funds they need to acquire the assets over a period of a few months.  While we can appreciate this inconvenience, due to the current banking guidelines we must adhere to, we have little room for variance.  When this practice is used, the client will be able to put the funds aside and schedule the acquisition for the time when the fund accumulation will be sufficient to cover the initial costs of their project.

To assist in offsetting this situation, where the draws do need to be accelerated, the fees may be allocated over the draw period for up to 12 months.  This will increase the net draw amount and allow the client to access more funds at the early stages of the draws than would be available if the fees were taken from the initial draw, which is typical.

Below is a Draw Schedule using the above example figures with the draws spanning 12 months and the fees/points being distributed over the first 3 monthly draws.

Sample Draw Schedule
Base Funding Amount $50,000,000
Total Gross Funding Amount $62,540,000
Number of Monthly Draws 12
Month Gross Draw Amount Less Fees/Points: Net Draw Amount
1 5,211,667 4,180,000 1,602,067 *
2 5,211,667 4,180,000 1,031,667
3 5,211,667 4,180,000 1,031,667
4 5,211,667 0 5,211,667
5 5,211,667 0 5,211,667
6 5,211,667 0 5,211,667
7 5,211,667 0 5,211,667
8 5,211,667 0 5,211,667
9 5,211,667 0 5,211,667
10 5,211,667 0 5,211,667
11 5,211,667 0 5,211,667
12 5,211,667 0 5,211,667
Totals $62,540,000 $12,540,000 $50,570,400
* Includes Good Faith Deposit Rebate, assumes $5,000 Escrow Agent Fee and $50,000 Due Diligence Fee.  This is for illustration purposes only and will change from transaction to transaction.

The Funder/Investment Firm just closed a $500M project on April 20, 2010.  They will provide proof of performance, but only via attorney to attorney.  I have two projects that just received offers from this Funder/Investment Firm.

I hope this helps.  Feel free to call me if you have any questions.  I look forward to working with you.

It never ceases to amaze me how many dreamers and schemers call and write me each week.

I keep writing articles about the importance of proper presentation and yet people continue sending “crap” and expecting a miracle. It’s not going to happen.

One genius called Wednesday May 19th looking for $125 million in funding. He has no business credit, no financials, a 435 personal FICO score, no money for due diligence and wants to know how quickly he’ll be funded. HELLO????


My friend, Steve, and I are collaborating on an article, “How To Be A Good Client.” Steve runs the premier debt finance brokerage agency in the USA.

Steve has a niche commercial loan available countrywide for assisted living, nursing homes, adult homes, and other commercial properties. The “sweet spot” is $2m to $5m, interest only, 13% interest, eight points, and it closes within 30 days, 65% LTV, blemished personal credit is okay.


This came in from Richard, a 35-year seasoned utility and energy provider Thursday, May 20th:

When PLATT (current market pricing) is at $95 and the customer is paying anywhere from $85 to $105 for the product, I can undercut current market conditions selling direct for a discount that buyers will jump at. I have contacts with many of the major oil companies and with many in the oil and gas industries, along with contacts that sell directly to the airline industry.

It is having the proper contacts in these industries on both the buy and sell sides of these transactions that makes this achievable.

If you have anyone in mind call me to discuss.

Thank you


Gaining access to credit remains challenging

for many business owners.

If you have

commercial accounts receivable on your books.

Factoring can provide a bridge until traditional financing

is more readily available.



FOUR MORE BANKS CLOSED by U.S. regulators. This brings the total number of US Bank Failures to 72 so far in 2010, compared to 140 in 2009, 25 in 2008 and 3 in 2007. If bank failures continue at this pace, an estimate of over 190 banks will fail in 2010.

Although the economy is showing signs of a gradual recovery still tumbling home prices, soaring loan defaults in residential and commercial real estate and rising unemployment continue to take their toll on small banks. In the fourth quarter of 2009, the number of banks on the FDIC’s list of problem institutions grew to 702 from 552 in the third quarter of 2009. This is the highest number of problem institutions since the savings and loan crisis in the early 1990′s. Increasing loan losses on commercial real estate are expected to cause hundreds more bank failures in the next few years. The FDIC anticipates bank failures to cost over $100 billion over the next three years.

We work closely with senior management, providing current capital market intelligence on pricing and structure of existing debt. Our market data provides a competitive edge to our clients seeking to minimize their cost of capital and increase their cash flow. “We are the company for working capital solutions”.

Complicated capital structures often become dislocated in relation to the market. Cash Flow Specialists, Inc. due diligence and analysis flushes out opportunities within a company to provide growth where needed.

We provide comprehensive market solutions and ideas in a form that allows management to provide real market intelligence in order to let their company grow in this economy.


MAY 17, 2010

Tightening the Credit Screws

Community banks are still offering loans. But businesses have to jump through a lot more hoops to get them.


In the depths of the credit crunch, community lenders became a popular financing source for Main Street. But small-business owners may need to work harder to get support from local banks these days.

Journal Report

Read the complete Small Business report .

Even though most community banks came through the financial collapse in good health, with lots of capital and liquidity to extend loans, some of them have gone under. So, the Federal Deposit Insurance Corp., Federal Reserve and other regulatory agencies are increasing their scrutiny of local lenders to spot troubled assets and keep the banks in solid financial shape. As part of the effort, the watchdogs are asking the banks to boost their capital and loan-loss reserves even further—which means raising more money, getting more selective about making new loans and canceling the risky loans on their books.

The upshot for business owners: Local bankers now demand a lot more information about the business and its operations before they sign off on a loan. Entrepreneurs who land a loan need to give frequent updates about the state of affairs—and not just routine financial information, such as sales figures.

Bankers need deeper “information about what’s going on with the business…for instance, if one of the [borrower’s] customers is in financial trouble,” says Kevin Tenpas, chief executive of Heartland Business Bank in De Pere, Wis., a part of Heartland Financial USA Inc. in Dubuque, Iowa.

Small-business owners who don’t work closely with their lenders will find it much tougher to get financing. “I think it’s even more important to have that relationship now than before,” says Mr. Tenpas. “I think the tendency is for owners to not communicate if it’s not good news, which is when it’s most important.”

Crisis and Opportunity

In the depths of the crisis, business owners flocked to community banks when large lenders turned them away. The Independent Community Bankers of America, a Washington-based advocacy group that represents about 5,000 U.S. community banks, reported in March 2009 that its members were acquiring customers faster in the depths of the credit crunch than before the crisis. At that time, only 11% of institutions surveyed believed the weakening economy had significantly curtailed their ability to lend.

View Full Image


Dean Forbes

Brad Glaberson, owner of Cucina Fresca, has had to work much more closely with his banker


Most local banks stayed stable for simple reasons. “They hold capital levels that can weather downturns, and don’t leverage themselves as much as larger banks,” says Paul Merski, senior vice president and chief economist of the community bankers’ group.

What’s more, most of the banks steered clear of subprime mortgages—and were cautious about handing out loans to local businesses.

As part of that, many of the lenders established close ties to the businesses, getting to know the operations so well that they could act as advisers to the owners and get a much clearer picture of the company’s chances of weathering hardships.

But a sizable chunk of local banks weren’t so cautious—and that’s where the problems started.

Prior to the recession, a number of these lenders were lured into the real-estate bubble, and others didn’t look closely at small-business borrowers, issuing loans on the basis of strong economic indicators rather than a company’s actual financials or a longstanding relationship with the owner.

When the downturn hit, those bad loans came back to haunt the banks. The FDIC reported in February that more than 700 banks were on its “problem list” of institutions in danger of failing, the highest number in 16 years, and FDIC examiners have closed more than 220 banks since 2008, a significant number of which are community lenders.

Facing increased federal scrutiny, small lenders are much more reluctant to make loans based on promises and not hard data. Mr. Merski of the community bankers’ group says that a recent, informal survey of 141 of its members shows that 28% have held back small-business lending due to the regulatory environment.

Tougher and Timelier

For an idea of how much things have changed for small companies that work with local banks, consider Brad Glaberson, owner of Seattle-based specialty-foods company Cucina Fresca Inc. Last September, Mr. Glaberson left Evergreen Bank, a seven-branch lender in the Seattle area that had served him for 10 years. “My company was fine, but Evergreen had started changing,” explains Mr. Glaberson, who had a $70,000 revolving line of credit with the bank.

The bank said it was going to close the revolving line of credit, and the current balance of $38,000 would change into a term loan, with higher interest rates. Once Mr. Glaberson paid it off, he would no longer have any credit lines left with the bank.

Up to that point, Mr. Glaberson says, his relationship with Evergreen was “hands off.” He communicated with the bank on an as-needed basis, such as to make deposits or increase his credit line. But even in those cases, he says, the relationship was strictly with the bank’s 800 number, rather than a specified loan officer.

After the news about the credit line, the relationship between Mr. Glaberson and the bank went downhill rapidly, and he sought out another lender. Evergreen, meanwhile, was closed by the FDIC in January after posting “significant losses in its acquisition, development, and construction and commercial real-estate loan portfolios as a result of weak real-estate conditions,” says an FDIC representative.

Umpqua Holdings Corp.’s Umpqua Bank, a 176-branch lender in Portland, Ore., that acquired Evergreen, declines to comment on particular customers. But, says Lani Hayward, executive vice president of Umpqua’s corporate communications, “when this credit crunch happened, community lenders didn’t stop lending unless they were in trouble. And we are seeing the fallout of those that got in too deep with commercial real estate.”

When Mr. Glaberson walked into Foundation Bank, a single-branch, Bellevue, Wash., lender, officers made it clear that he would need to put in extra effort to land a loan by giving them tours of his facilities, opening all his books and building a personal relationship with the loan officers.

Mr. Glaberson received a $102,000 credit line with Foundation Bank, but the work wasn’t over. Each month, he is required to submit financial reports to the loan officers. “They want certain reports in certain ways, and banking and financial sheets are so much work for me,” he says. But Mr. Glaberson makes those reporting requirements a priority, so that the loan officers are better equipped to defend his line of credit if regulators question it.

“It’s in the character of the bank to step up for the client, but the owner has to work harder, too,” says Diane Dewbrey, CEO of Foundation Bank. “It’s not just about being transparent anymore, but about being more timely. If the fiscal year ends on Jan. 31, I can’t wait until April to get the yearly reports. I need them in February.”

The greater emphasis on consistent and timely communication holds true for thriving businesses, as well, such as Cucina Fresca, which recently tapped its credit line to launch a new Lazy Lasagna product.

“If you have good news to tell, tell it now because the regulators can show up on any given day,” says Ms. Dewbrey.

Ms. Maltby is a staff reporter in The Wall Street Journal’s New York bureau. She can be reached at


How We Work

Our websites are at which is about 800 pages (May ’10) and our subscription site which has about three times the content. It also archives the newsletters.

If you have a Large Project that requires funding you may be interested in an 8-Week Course that we are producing:

Our websites feature our Business Creed and a pre-qualification application.

We offer a one-time FREE 20-minute consultation to those who complete the questionnaire completely. This is a $333.34 value based on our hourly consulting fee. Of course, you may purchase additional time at

We work one of two ways:

Priority – If you want us to “Clear The Decks” put our heads down and get to work you’ll honor us by paying a fee for six months of service. You may renew after that time.

When you hire us to work on a priority basis we thoroughly study your submission package to make sure that it complies with our recommended Road Map to Funding Success. Funding has always been about presentation. Those who present well are funded. Those who don’t present well are not funded.

The key ingredients to funding success, in our experience, have been:

  1. A powerful Executive Summary of one to four pages. You can purchase our template and video review at
  2. Bio’s of key personnel.
  3. A detailed use of funds broken down monthly for the first year and quarterly thereafter.
  4. A 5-year proforma and written Exit Strategy.

Before you join, let me mention two things…

Firstly, I can’t guarantee your success. You know that and I know that, but it’s something I gotta say anyway. I will offer my expert opinion based on my own experience and knowledge, but there are no guarantees. You agree to hold me harmless for any result that occurs from my coaching.

Secondly, there are no refunds available. Because I can’t get my time back, you can’t get your money back. I’ll be happy to work with you to make you happy … but if you’re looking for a guarantee for a refund, then this isn’t for you.

Having gotten the “negative” out of the way, let’s focus on the “positive”! This is truly going to be a life-changing experience for you and I’m proud to be able to personally work with a select few in this program. I’m really looking forward to it.

If you’re ready, I am! You can literally get started hearing from ME this evening. So let’s get started together

When we meet face-to-face we’ll review the following questions:

• What do you expect from us?

• What is your current pain?

• What keeps you awake at night?

• How do you see us helping you address these challenges and opportunities?

• What growth plans do you have?

• If price were not an issue, what role would you want us to play in your business?

• Do you expect capital needs? New financing?

• Do you anticipate any mergers, purchases, divestitures, recapitalizations, or reorganizations in the near future?

• We know you are investing in total quality service, as are we. What are the service standards you would like for us to provide you?

• How important is our satisfaction guarantee to you?

• How important is rapid response? What do you consider rapid response?

• Why are you changing professionals? What did you not like about your former firm that you do not want us to repeat?*

• How did you enjoy working with your former firm?**

• Do you envision any other changes in your needs?

• Are you concerned about any of your asset, liability, or income statement accounts to which we should pay particularly close attention?

• If we were to attend certain of your internal management meetings as observers, would you be comfortable with that?

• How do you suggest we best learn about your business so we can relate your operations to the financial information and so we can be more proactive in helping you maximize your business success?

• May our associates tour your facilities?

• What trade journals do you read? What seminars and trade shows do you regularly attend? Would it be possible for us to attend these with you?

• What is your budget for this type of service?

* We never denigrate the predecessor. First, this insults you and reminds you of a poor decision. Second, it diminishes respect and confidence in the profession as a whole and lowers the public’s perception of our professionalism.

** Even though you are changing firms, it is almost certain that you liked certain characteristics of the predecessor. We want to find out what those were and exceed them. For instance, if you said the prior firm always returned phone calls within one day, we strive to return phone calls within four hours.

Non-Priority – If you think that you’ve “nailed it” when preparing the four key ingredients to funding success, and you aren’t in any hurry at all to fund and aren’t quite ready to pay consultation fees then we’ll take a look at your project when we can get to it. After we look at it we may need to send it back because you don’t meet our requirements. (Priority Clients get major help from us in cleaning up their submission.) We’ll return your calls and emails when we can: after all, priority clients come first.

We reserve the right to review each submission once, beyond that our consultation fee will be required. You had better complete the submission request correctly the first time or you better get familiar with our websites mentioned above. If you submit for free we can’t spend a lot of time. It’s not fair to us, our families, or our Priority Clients.

In our experience we can fund 1/3 of the files that cross our desks, 1/3 are DOA Dead on Arrival, and the final 1/3 are broken and need to go through some form of remediation which can take hours, days, weeks, months, or years.


With 33 years of Financial Services experience we may be uniquely qualified to serve you and those whom you choose to refer.

Cash Flow Specialists, Inc.

Why We Say NO! A Lot and Mean It


Many times throughout each day we receive calls from referrals, referral partners, past clients, current clients, prospective clients, or someone who Googled one of our websites.

Invariably, your project or start-up is “the greatest thing since sliced bread,” is a “billion dollar idea,” We’d “be a fool if we didn’t drop everything and devote all our time for free to get you funded.”

To each of you who expect us to work for free we have this to say – NO! NO! NO! A thousand times NO!


It’s not that we’re uninterested or impolite it’s just that we’ve heard it thousands of times. Here’s our responses:

  • Do we have the time?
  • Will we feel pressured to get it done?
  • Will we be upset with ourself?
  • Will we be resentful of the other person?
  • Will we feel duped, had, or swindled?
  • What do we have to give up to do this?
  • What can we gain (What’s in it for us?)

No is our first option instead of the propensity to say yes that emanates from wanting to please, wanting to be liked, needing to be needed, being timid, avoiding confrontation, not knowing our rights, or feeling: plain and simple, that we should.

We’re in the consulting and funding business. With 33 years (November 1976 to present) of financial services experience in insurance, securities, and finance we may be uniquely qualified to serve you and those whom you choose to refer.

We charge a fee because we do this full-time: 50 hours scheduled a week plus another 20+ working on the websites, writing articles and newsletters, recording audio and video, holding webinars and other tasks to help each  of you.

We take on committed paying clients and then focus all of our effort and energy in getting them funded.

Even at that we fail more than half of the time.

In our 10+ years experience in this business about 1/3 of what crosses our desks we can fund (you may not like the rates, terms and conditions but we can fund you), 1/3 is DOA – Dead on Arrival – even with the thousands of pages of information we’ve published, dozens of books and courses we’ve published – let’s face it many of you can’t or won’t follow instructions, and the final 1/3rd is broken: your credit sucks, you have no business credit profile, you have more than three inquiries, you have derogatories, liens and judgments – you’re a mess and it will take days, weeks, months, or years to fix.

From David the CEO of a mining operation in Ghana. This came in Wednesday, May 19th:

Thank you for the correction. I will add an addendum to reflect the correct figures.
Pls. forward the buyers contact so that I may contact them. All correspondences will be copied to you. Based on experience, the serious prospects are the buyers who are willing to have a TTM and inspect our mining facilities..
I wait for your mail


Here are answers to buyers questions.
From the mailing: I have known Brett for three years What is the cost per kilo?
What is the initial minimum amount? Answer: Cost per Kilo is $22,700.00

I have a good friend whose cousin owns the refinery on 47th street in NYC.  He also knows the owner of Malca-Amit very well.
Malca-Amit can handle the shipping, WE WILL even cover the shipping cost after assay to sweeten the deal.

Basically we would use our Buyer shipping code.  Seller would place cost of shipping in escrow with Malca-Amit.  Based on this special relationship Malca-Amit could act as escrow agent.

They are a small refinery but can melt and assay over 100 kilos a day.

I would like to start with the minimum amount utilizing a Bank Comfort Letter
issued directly to Seller bank in Accra, Ghana. Answer: Buyer will have to physically present the Bank Comfort Letter in Accra,Ghana.

My partner and I traveled to NYC in 2008 for a previous gold deal.  I know one man that literally travels from CA to Ghana to Dubai back to CA that
buys between 6 to 10 kilos twice a month.  I have been to his home, he does extremely well.Answer: I am not surprise the buyer is doing extremely well.

This is a real business, however most people will never be successful. Most these supposed sellers are complete scam artists.

Lets put this group to the test and try to close a deal.

Thank you,

[5/16/2010 5:38:18 PM] Joe Tufo: I’m off to Church. I’ll be at my desk tomorrow at 7AM Pacific.
[5/16/2010 5:41:04 PM] Joe Tufo: More prospects: On Your Gold Bar and Dust

Dear Sir,

Could you pls kindly quote us on your gold bar and dust in delivery price to main Chinese port.

For our company information, pls reveiw our company website:

Yours faithfully

D. Lee

Quantity: 2000 kg
Packaging: Export standards ones
Price: Standard

Gold Bullion Wanted

Please forward FCO for quantities of 40mt to 100mt . Hong Kong Security Warehouse and Swiss procedures preferred. Please Contact; John Dexxxx at: is Urgent Many Thanks.

Quantity: 40-100 mt
Packaging: Not Required
Price: Quote direct from Owner


Dear Sir/Madam

I am looking for serious gold dust/bars/nuggets sellers who can sell to my buyer on CIF basis to Europe.No upfront payments or bank instruments or VISA will be issued.The buyer is willing to co assign his shipment company or the seller may use his shipment company and all costs will be paid after final assay tests at the buyer’s refinery in Europe.Sixty months contract will be offered to serious seller who are willing to sell on CIF basis to Europe.Email me at

Gideon Pxxxx

Quantity: bulk
Packaging: containers/boxes
Price: CIF
Buy coal , iron ore , gold , rail

Buy coal , iron ore , gold , rail ,
Please send SCO with past rescords to

Best regards,

Gold Dust Import

We are based on Tokyo, Japan, trading and food & beverage services mainly. As our clients are looking for gold dust (not bar), we are acting on behalf of them. However, someone told us that West African countries ban export gold dust… We want to clarify whether such information is true. If it is possible to export gold dust to Japan, we want to take a tour in West Africa soon. Rgds.

Quantity: over 1,000kg, start from 100kg
[5/16/2010 5:47:44 PM] Joe Tufo: Another – Joe,

I have a Buyer I work directly with in Hong Kong who is looking to purchase Gold. They are a solid Buyer, a public traded company on the HK Stock Exchange.

There procedure calls for a TTM in HK to provide POF and receive POP, as well as to finalize between principals the closing procedures for the sale.

If your Seller has an ongoing supply of Gold available, this Buyer will most probably be interested in an ongoing relationship.

Can you please advise the discount for the Gold as well as when a TTM can be scheduled?

Have a great day!

[5/17/2010 5:11:11 AM] Joe Tufo: And another: Joe,

I understand that you have a AU seller.

We have a DLC for the purchase of AU dust.

We can take down up to 8ookg’s per week (depending on the speediness) of the documents & the shipment to USA the AU.

Please see attached the first months method of how we would proceed, after that weekly.


Joe Tufo, Certified Cash Flow Consultant, Certified Capital Specialist
P.O. Box 844
Alamo CA 94507
925-691-8200 Direct to my desk
800-669-2700 Business
206-984-2853 Fax
SKYPE: jptufo

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