New Deals: An absentee-run home health agency, residential pool maintenance company, and 3 other finds.

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NEW DEALS

These deals span the country. For custom-sourced deals in your area, click here.

📍 Location: Hawaii
💰 Asking Price: $1,200,000
💼 EBITDA: $465,000
📊 Revenue: $1,207,800
📅 Established: 2009

💭 My 2 Cents: Pool maintenance in Hawaii doesn't have an off-season, so unlike mainland operators who lose accounts to winterization every fall, every customer here pays 12 months a year. This company has been at it for 17 years with strong customer loyalty and excellent gross margins, and I like that it runs from a home office with six vehicles included, so there's no commercial lease dragging on the bottom line. I'd dig into the total account count and average revenue per route, how many customers are on formal service agreements versus informal recurring schedules, and whether the retiring owners currently work the routes themselves (because if they do, a buyer is inheriting a staffing gap on day one). I'd also want to understand the route density and drive time (revenue per route hour) and importantly, if there is any deferred maintenance that a buyer would be inheriting on the six vehicles. Though you’re limited geographically with this business when it comes to expansion, if there’s no meaningful equipment repair and replacement revenue right now, that’s a revenue stream with upside.

📍 Location: Michigan
💰 Asking Price: $1,350,000
💼 EBITDA: $406,950
📊 Revenue: $1,001,873
📅 Established: 2015

💭 My 2 Cents: Waste collection is one of those businesses where customers almost never switch unless the service fails, because nobody wants to think about their trash. 72.5% of this company’s revenue is recurring, split between residential curbside collection and permanent commercial containers, with the remaining 27.5% from temporary and roll-off dumpster rentals. That's a predictable base with transactional upside. The company services over 2,400 customers as the top local provider in its market, and revenue grew 27% from 2024 to 2025. The biggest structural risk is real estate. The business operates on property owned by a family member who does not plan to lease to a new buyer, so securing a new facility is a pre-close priority. Beyond that, I'd want to understand fleet age and condition (trucks are the most expensive line item in waste hauling), how dense the current routes are (because density drives margin in this business), and what competitive pricing looks like in the surrounding market. Solve the lease and you inherit a business where every new service line (i.e. recycling, composting, junk removal, portable toilet rentals) sells itself to 2,400 customers who already pick up the phone when you call.

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

💭 My 2 Cents: Running a Joint Commission-accredited home health operation absentee across 23 Colorado counties and a 120-mile service radius from Denver is not something most agencies can pull off, which tells me there's real management infrastructure behind the 82-patient census. The payer mix includes Medicare, Medicaid, Aetna, United Health Care, Denver Health, and private insurance, but having six payers on the list doesn't tell me how concentrated the actual billing split is (if Medicare or Medicaid makes up 70% or more, reimbursement rate changes become an outsized risk). I'd want to understand who's actually running daily operations and what that management team looks like, how the agency recruits and retains caregivers across a territory that wide, and what the referral pipeline looks like from hospitals and physicians in the Denver metro. The agency also carries both Skilled Class A and Non-Skilled Class B licenses, which opens the door to the full range of home health cases without additional credentialing. Home health is one of the better places to be in healthcare services right now, with aging demographics, a government push toward home-based reimbursement, and patient preference for recovering at home all moving in the same direction.

📍 Location: New York
💰 Asking Price: $1,785,000
💼 EBITDA: $717,956
📊 Revenue: $2,520,761
📅 Established: 2006

💭 My 2 Cents: MEP and fire protection engineers are the firms that design and sign off on the mechanical, electrical, plumbing, and fire suppression systems every commercial building requires before it can open or pass inspection. This firm has spent 20 years building a 70% repeat client rate across educational, institutional, infrastructure, and airport projects in NYC, and most of that growth has come without a formal marketing or business development effort. The client sectors matter here, because institutional and infrastructure work tends to come with longer project cycles and deeper switching costs than residential or small commercial jobs. The owner is still actively involved in client communication and daily operations, which means the key question for any buyer is whether those relationships transfer with the business or walk out the door with the seller. I'd want to know which individual(s) holds the professional engineering licenses the firm operates under, how much of the pipeline is repeat design work on existing portfolios versus competitive bids, and what the current backlog looks like beyond work-in-progress. The seller is offering one to two years of transition support, but the real test is whether those institutional client relationships can be handed off before that window closes.

📍 Location: Florida
💰 Asking Price: $2,800,000
💼 EBITDA: $986,759
📊 Revenue: $1,853,922
📅 Established: 2003

💭 My 2 Cents: Check cashing storefronts in Miami-Dade serve a large unbanked and underbanked population that relies on physical locations for everyday financial access, and this two-location operation has been serving the same communities since 2003 with locations in Northwest and Northeast Miami. Both locations operate under Florida's Money Services Business license, which requires a surety bond up to $2,000,000, criminal background checks on all owners, and ongoing regulatory compliance, so the licensing alone is a meaningful barrier protecting this business from casual competitors. I like that the Monday-through-Friday, 9-to-5 schedule keeps labor costs contained, but it also means the storefronts are dark during evenings and weekends. I'd want to know whether that's matched to when this customer base actually transacts or whether there's revenue being left on the table, how the split breaks down across service types (check cashing, money orders, bill payments), and whether transaction volume is trending up or down as digital alternatives gain ground (though these customers usually lack the documentation, credit history, and minimum balances that banks and online services require). A buyer who adds remittance products or prepaid cards is selling into a customer base that already needs them, and Miami-Dade's proximity to Latin America and the Caribbean makes outbound remittance volume a natural fit.