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NSF Fees and Your Funding: What Underwriters Really Think

FundingEstimate Team
December 22, 2024
7 min read

NSF — Non-Sufficient Funds — fees are among the most damaging items that can appear on your bank statement when applying for an MCA. Understanding exactly how underwriters interpret NSFs, and what constitutes an acceptable versus unacceptable level, can help you prepare your application effectively.

An NSF occurs when a payment or withdrawal is attempted against your account but there is not enough money to cover it. The bank rejects the transaction and charges you a fee, typically $25 to $35 per item. From your perspective, it is an annoying fee. From an underwriter's perspective, it is proof that your account could not cover a financial obligation — which is exactly what they are evaluating when deciding whether to give you daily ACH withdrawals.

Here is the underwriter's mental framework for NSFs. Zero NSFs per month: ideal, signals strong cash management. One to two NSFs per month: generally acceptable, especially if daily balances are otherwise healthy. Three to five NSFs per month: yellow flag, requires compensating factors like strong revenue or high daily balances. Six to ten NSFs per month: red flag, most funders will either decline or require heavy stipulations. More than ten NSFs per month: almost always an automatic decline.

But raw count is not the whole story. Underwriters also look at the pattern and context. Are the NSFs concentrated in one week or spread throughout the month? Clustered NSFs often indicate a temporary cash crunch rather than chronic mismanagement. Are the NSFs getting better or worse over time? Improving trends carry significant weight. An applicant with 8 NSFs two months ago and 2 last month tells a much better story than one with 2 two months ago and 8 last month.

The dollar amounts behind the NSFs matter too. An NSF on a $15 recurring subscription suggests a minor oversight. An NSF on a $3,000 vendor payment suggests the business fundamentally cannot cover its operating expenses. Multiple large-dollar NSFs are far more concerning than several small ones.

Underwriters also cross-reference NSFs with your overall daily balance pattern. If your average daily balance is $8,000 and you had two NSFs, it might be a timing issue — deposits hit a day late. If your average daily balance is $200 and you had two NSFs, it confirms the account is running too lean. Context is everything.

Some funders have hard limits — any month with more than 5 NSFs is an automatic decline regardless of other factors. Others use a more holistic approach, weighing NSFs against revenue strength, balance trends, and industry norms. Restaurant businesses, for example, tend to have slightly higher NSF tolerance because of the industry's inherent cash flow volatility.

The direct connection to MCA risk is straightforward. If your account cannot cover existing obligations (resulting in NSFs), how will it handle an additional $300 to $600 per day in MCA payments? This is the fundamental question every underwriter asks when they see NSFs.

What can you do about NSFs? First, set up balance alerts through your bank at $500 and $1,000 thresholds. Second, review all automatic payments and subscriptions — cancel any you do not need and reschedule others to align with your deposit timing. Third, talk to your bank about overdraft protection options. A linked savings account or small overdraft line can prevent NSFs for a minimal cost. Fourth, if possible, maintain a buffer of at least $1,000 in your account at all times.

If you currently have excessive NSFs, the most effective strategy is to wait 30 to 60 days while actively managing your account to eliminate them. Most MCA funders look at the three most recent months of statements, with the most recent month carrying the heaviest weight. One clean month can significantly improve your odds.

Do not try to hide NSFs by switching banks or opening a new account. Underwriters will ask for statements from all business accounts, and gaps in banking history raise their own red flags. The best approach is always transparency combined with a demonstrated improvement in cash management.

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