Well, I was part of a DZ that had a line of credit from a bank.
We used that money for 'big' expenses, like rebuilding the engine on one of the planes. Or a new tandem rig (actual purchases when I was part of the club). We had a steady tandem business (maybe 20 every weekend), and a fairly active S/L first jump class (maybe averaging 5 every weekend). 2 182s. The bank had no problem, in part because we had 2 planes for collateral.
The LoC would get extended, then slowly paid off. The bank understood we shut down in the winter and would accept 'interest only' payments when we were on winter hiatus.
Also, after 4 years of no DZ near me, one started up again this year. The old Green Bay Skydivers reopened as "Skydive Freefall Adventure" on Memorial Day weekend. One of the TIs from the old operation and his wife, who worked manifest at the old place rented the same hangar, leased the same plane and got a pair of tandem rigs from one of the area DZs.
I have zero clue what sort of start up money they already had or how much it took, but I know they took out at least some of the money as a loan.
Have a business plan. Have projected income (if its already an operational DZ, show the numbers of jumps, each type and the income from them), projected costs, all of that.
You can get around the liability question by showing them the waiver and how many successful lawsuits have been pursued against DZs.
Do you have any/much experience as a DZO or DZ manager?
If you haven't already done this, it's a ton of work. Plan on doing everything, from checking in the cute students to mopping out the toilets.
And the standard phrase 'you make a small pile of money in aviation by starting with a big one' is often true. Expenses can be brutal. One way around it is to be as many of your own 'employees' as you can.
Do you have a rigger ticket? Commercial piliot? A&P?
Those can take a huge bite out of expenses (the bank would like that).
I would call this 'difficult but not impossible'.