New Deals: A 30-year interior plant management company, chiropractor with 20 clinicians on staff, and 3 other finds.

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NEW DEALS

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📍 Location: Florida
💰 Asking Price: $1,595,000
💼 EBITDA: $463,598
📊 Revenue: $923,864
📅 Established: 1996

💭 My 2 Cents: This company has spent 30 years stacking guaranteed maintenance contracts across Florida's hotel and commercial office market, and margins running well above a typical service business tell me those contracts are priced right and the clients are not shopping around. Every installation creates an ongoing service agreement that renews by default because dead foliage in a commercial space is not something any property manager tolerates. On top of that, the event plantscaping and holiday decorating add-ons show the owner has figured out how to grow revenue from existing relationships rather than constantly chasing new clients. The risk here is the owner. The seller describes this as hands-on and owner-operated with no mention of a general manager, so a buyer is either stepping into daily operations or budgeting for a hire that will compress earnings. I'd want to dig into the average contract length and renewal rate, whether any single property management company represents an outsized share of revenue, and how seasonal tourism in Florida affects the hotel maintenance cycle. The maintenance contracts transfer with the business regardless of who runs it, and that is what you are really buying.

📍 Location: Tennessee
💰 Asking Price: $2,200,000
💼 EBITDA: $725,941
📊 Revenue: $2,989,130
📅 Established: 1987

💭 My 2 Cents: Most chiropractic acquisitions come with a fatal flaw: the owner is the practitioner, and when they leave, the patients leave with them. This one sidesteps that entirely with 21 clinicians on staff and an owner who works 3 hours a day with the ability to take extended time off without disrupting operations. That is rare in healthcare at any price point. What makes it even more interesting is the workers' compensation treatment arm through Federal Injury Centers, which creates a second patient acquisition pipeline entirely separate from the traditional walk-in and referral base. Workers' comp patients don't choose their provider the way retail patients do, so that stream is stickier and less sensitive to marketing or reputation shifts. I'd want to understand the revenue split between the two channels, how referral volume from Federal Injury Centers has trended over the past three years, and what the payer mix looks like across insurance, workers' comp, and cash pay. Clinician retention is the question I'd press hardest on, because at 21 providers, turnover in any single role has less impact, but sustained attrition could erode capacity fast. A buyer with no clinical background should plan to retain the existing clinical leadership rather than try to recruit after closing.

📍 Location: Arizona
💰 Asking Price: $2,400,000
💼 EBITDA: $725,000
📊 Revenue: $1,700,000
📅 Established: 2003

💭 My 2 Cents: Federal and tribal contract work in the trades is a moat that most competitors cannot cross because the credentialing process is slow, bureaucratic, and tied to the entity rather than the individual. That means a buyer who acquires this company inherits access to a contract pool that would take years to qualify for on their own. The company serves general contractors across Northern Arizona, the Phoenix metro, tribal lands, and parts of New Mexico, but the subset credentialed for federal and tribal work is far smaller. The field team runs job sites through three lead plumbers without the owner on-site, which tells me the operation doesn't depend on a single pair of hands. General contractor relationships spanning over a decade also signal that the company gets called back, not just found on a bid list. But I'd want to verify how much of total revenue comes from federal and tribal channels versus commercial general contractor work, what the accounts receivable cycle looks like on government-funded projects, and whether any single general contractor relationship accounts for more than 20% of revenue. Payment draw schedules on federal projects can lag commercial timelines, so a buyer should plan for enough working capital to carry that gap.

📍 Location: Texas
💰 Asking Price: $1,500,000
💼 EBITDA: $441,135
📊 Revenue: $2,115,548
📅 Established: 1973

💭 My 2 Cents: Fifty-three years of operating history makes this one of the longest-tenured service businesses on the market right now, and that longevity matters because it means this company has survived multiple cycles of healthcare regulation, reimbursement changes, and platform shifts. The model runs mobile healthcare visits through a contractor network across the Houston metro with minimal overhead and no heavy equipment, which is why this business can hold a 21% EBITDA margin without a large operational footprint. Revenue flows primarily through an affiliation with a national healthcare platform, and that is both the strength and the risk. The platform provides consistent deal flow without a sales team, but it also means the business is one contract renegotiation away from a margin squeeze. The platform dependency is the first thing a buyer should stress-test. I'd want to know whether the platform agreement has a fixed term or can be modified unilaterally, how contractor turnover affects the ability to fulfill assignments on schedule, and whether the business has any direct payer relationships or if everything routes through a single channel. A business this old has survived disruption before, but longevity is not the same as resilience. A buyer should understand what actually drove it through each cycle.

📍 Location: California
💰 Asking Price: $3,990,000
💼 EBITDA: $1,039,554
📊 Revenue: $3,386,379
📅 Established: 1976

💭 My 2 Cents: Custom fabrication is what separates this operation from the chain-link installers bidding on residential jobs. When you can design and build exactly what a municipality or school district needs rather than pulling standard products from a catalog, you become the vendor they call back, and 50 years of doing this across public and commercial clients proves the relationships are real. The repair services layered on top of new installations add a re-occurring revenue stream that many fencing competitors overlook entirely, and that combination of fabrication plus ongoing repair creates a more balanced revenue mix than a pure project shop. I like that the entire vehicle and equipment fleet is paid off, so a buyer steps into day-one cash flow without deferred capital expenditure hanging over the first few years. The non-union structure with the ability to pay prevailing wage on union jobs means the company can bid on public contracts without carrying fixed union labor costs year-round. The big questions are backlog depth, how bids are sourced (referral versus public procurement versus outbound), and whether any single welder or fabricator represents a bottleneck in production capacity. Federal infrastructure funding flowing through municipalities and school districts over the next several years creates a demand tailwind for exactly the kind of credentialed public-sector vendor this company already is.