New Deals: A 63-year semi-absentee waste hauler, automation controls integrator, and 3 more finds...

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NEW DEALS

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📍 Location: Illinois
💰 Asking Price: $1,999,000
💼 EBITDA: $457,785
📊 Revenue: $950,000
📅 Established: 1963

💭 My 2 Cents: Waste hauling is one of the most durable recurring-revenue models in small business, because the service is essential, the bill is small enough that nobody shops it, and switching means researching competitors and coordinating a changeover just to save a few dollars a month. This operation serves 1,650 residential and commercial customers on recurring billing across east-central Illinois, built over 63 years, with a customer count that's climbing. It runs semi-absentee, which is rare in hauling and signals that the routes, drivers, and billing work without the owner riding the truck. The seller notes current rates sit below national competitor levels, so a new owner could raise prices without adding a single customer, ideally while moving the base onto annual contracts to lock in the gain. I'd want to understand the route density and how geographically concentrated the customers are (tight routes mean lower fuel and labor per stop, while a spread-out base quietly eats the returns), the truck fleet age and replacement schedule (since garbage trucks are a major capital expense a deferred-replacement fleet hides), and the disposal arrangement at the landfill as tipping fees are the largest variable cost. The real estate isn't included but is available separately, which could help a buyer using SBA financing stretch the loan amortization from 10 years to up to 25, freeing up cash flow in the early years of ownership.

📍 Location: Connecticut
💰 Asking Price: $3,000,000
💼 EBITDA: $640,000
📊 Revenue: $1,800,000
📅 Established: 2004

💭 My 2 Cents: This company designs and builds the custom control systems that run industrial equipment, the programmable hardware and software that tells a plant's machines when to start, stop, and adjust. It has structured itself so the engineering IP and customer relationships stay in-house while a subcontractor network does the field work. That asset-light setup means a buyer inherits the high-value design and project management work without a heavy fixed-labor base. And the timing favors this niche. Reshoring is pulling manufacturing back to the U.S., and every new or retooled plant needs control systems engineered and integrated before a single machine runs. At the same time, the skilled labor shortage is pushing factories to automate more of what they already do, and the controls engineers who make that happen are themselves in short supply, so demand is rising while the talent pool that can serve it shrinks. I'd want to understand the backlog and pipeline (since this is project revenue, the signed order book is the business), how stable and exclusive the subcontractor network is, and how much of the engineering expertise sits with the departing owner versus documented in the design files. Private equity has been quietly rolling up controls integrators, which means a buyer who builds this into a larger platform isn't just collecting cash flow, they're building something strategics will pay a premium for at exit.

📍 Location: Arizona
💰 Asking Price: $2,500,000
💼 EBITDA: $940,416
📊 Revenue: $4,649,229
📅 Established: 1988

💭 My 2 Cents: A 95% repeat-client rate is exceptionally sticky for commercial painting, and it points to something structural about the niche. Painting is one of the last trades on a job, so a sub that hits compressed schedules and closes out punch lists without drama makes the GC's life easier, and GCs reward that by keeping those subs on the bid list. The work still gets competitively bid, but being the trusted name invited to every bid, and sometimes the last look, is what a 95% repeat rate actually reflects. Over nearly four decades, this company has become the default painting sub for GCs across the Phoenix metro, working new construction, tenant improvements, and offices and schools, with a healthy backlog and steady bid flow. That relationship base is the hardest thing to build in this trade and the easiest to lose under the wrong owner. That’s why I'd want to understand whether a few GC accounts drive the majority of revenue, whether the estimating function lives with the owner or a transferable team (since estimating accuracy is what protects the money on fixed-bid work), and what the crews do during slower stretches. Phoenix commercial construction has been strong but rate-sensitive, so check how the backlog held through the recent slowdown. The good news is the retiring owner is committed to a full transition and handing off those GC relationships directly.

📍 Location: Massachusetts
💰 Asking Price: $2,900,000
💼 EBITDA: $933,194
📊 Revenue: $3,848,566
📅 Established: 1977

💭 My 2 Cents: The interesting thing here isn't that this shop does three things, it's that the three things feed each other and two of them are protected. The company is an authorized dealer for Big Tex and American Cargo trailers and services Boss, Fisher, and Downeaster snow equipment, and those authorizations are territory positions that manufacturers don't hand out freely, meaning a competitor can open a welding shop tomorrow but can't replicate this one. The custom fabrication line then deepens every equipment relationship: the contractor who buys a trailer here gets it modified here, the municipality running plows all winter gets service and parts here, and after 48 years that loop has built a base of over 3,000 active clients across municipalities, contractors, corporations, and retail. The snow line adds a recurring layer, since plows and sanders need service every winter without fail, and it counter-balances fabrication's slow stretches. I'd want to understand which of the three segments actually drives the earnings and which is along for the ride, how the dealer agreements transfer to a new owner (since the whole thesis hangs on those authorizations surviving the sale), and how the 12 long-tenured employees are split across the two facilities and if the key fabricators are expected to stay. Both buildings are leased from related entities, so a buyer will need to lock in those lease terms in writing before closing rather than relying on the family relationship that set them.

📍 Location: North Carolina
💰 Asking Price: $5,000,000
💼 EBITDA: $1,020,000
📊 Revenue: $2,630,000
📅 Established: 1993

💭 My 2 Cents: The real moat here isn't the equipment or even the 33-year history, it's the H2B visa crew program. Landscaping is the single largest user of H2B seasonal labor in the country, and the federal cap of 66,000 visas a year gets exhausted almost immediately, with demand running nearly three times supply. In a region where the competition is mostly small owner-operated crews without that access, the ability to field legal seasonal labor is what lets this company take the mid-to-large hardscape projects smaller outfits physically can't staff. The policy environment has only widened that gap, since most supplemental visas are now reserved for returning workers, favoring established programs over anyone starting from scratch. The revenue splits 60% high-value hardscape installation and 40% recurring maintenance, giving a buyer both the higher dollars of patios and retaining walls and the predictable cash flow of contracted upkeep. The business transfers with a company-owned warehouse, a full equipment fleet, and over $1.9 million in net tangible assets, all debt-free. I'd want to understand the renewal rate and average value of the maintenance accounts (since that 40% carries the crews through winter), how much hardscape revenue is repeat versus one-time, and exactly how the H2B program is administered and whether it transfers cleanly. That last point is the one I'd press hardest, because supplemental visa allotments are set year to year at the administration's discretion, and this year's was nearly halved before being restored.