New Deals: A charity event company with returning sponsors, commercial waste hauler with municipal agreements, and 3 other finds...

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NEW DEALS

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📍 Location: Missouri
💰 Asking Price: $1,400,000
💼 EBITDA: $548,079
📊 Revenue: $1,019,104
📅 Established: 2013

💭 My 2 Cents: A charity event company throws themed parties and competitions where people buy tickets, local businesses pay to sponsor, and a nonprofit partner gets part of the money. That mix is the appeal, since the same night earns from both the people buying tickets and the businesses sponsoring it. This company has run that model for 13 years across several events a year, and its participants, sponsors, and local business supporters come back year after year. Revenue comes from sponsorships, ticket sales, merchandise, and partnerships, while a strong social following does much of the marketing through word of mouth. Sponsor renewals would tell a buyer the most: how many sponsors came back from last year and at what level, since a returning sponsor is money committed before a single ticket sells. The next number I'd pin down is the charity's share, meaning how it's set and how it's described to ticket buyers, because states such as Ohio require a for-profit running a promotion for a charity to disclose that share in every ad, and growing into new markets means meeting each state's version of that rule. Then I'd ask who runs each event on the day (staff, contractors, or the owner), which shows how much of the work leaves with the seller. Worth noting: the business runs from home with no venue or lease, so a buyer has very little fixed cost to cover in the stretches between events.

📍 Location: New York
💰 Asking Price: $13,500,000
💼 EBITDA: $1,400,000
📊 Revenue: $8,100,000
📅 Established: N/A

💭 My 2 Cents: A garbage truck earns by the stop, so the money in commercial hauling is in how many dumpsters a driver empties before crossing town. The city this company works in now lets only 3 haulers serve each commercial waste zone, which puts more stops on fewer streets for each of them. This company holds a long-term municipal award for one of those zones, running scheduled routes for front-load dumpsters (lifted over the truck’s cab), roll-off containers (dropped at job sites) and compactors, with its larger accounts on multi-year agreements that renew automatically. Running all of it is an in-house team covering routing, billing, customer service and field operations, so ownership sits at an oversight level. The first thing I’d dig into is how the customer count moved during the zone’s sign-up window, when every business there picks one of the 3 haulers, since that shows whether the award has paid off. Then how far below the city’s maximum price each account sits, because that gap is a price increase available without adding a truck. And what each ton costs to dump today, since that is the largest cost a hauler does not control. At close to 10 times earnings this one needs negotiating, but a higher price is easier to justify for a buyer bringing something to it, whether that’s a transfer station that keeps the dumping fees in house or the next zone to go win.

📍 Location: North Carolina
💰 Asking Price: $4,400,000
💼 EBITDA: $960,000
📊 Revenue: $1,720,000
📅 Established: N/A

💭 My 2 Cents: Contractors keep renting the machines they used to buy, and renting is the steadier side of that trade: equipment purchases swing far more than rental revenue, and construction spending moves up to 25% across a year while rental revenue moves less. This company runs roughly 800 units, from aerial lifts and telehandlers (forklifts with a telescoping arm) to excavators and small tools. Its customers are repeat contractors with no single large account, and most bills go on a card on file, which keeps unpaid invoices low. An experienced management crew already runs daily operations, allowing the owners to be semi-absentee. Replacement spending matters most here, meaning what has gone into new machines each year, since the fleet is refreshed on a set cycle and that comes out of earnings first. It is also the first spending a yard stops in a downturn. Time on rent comes next, the share of days each machine is out, since that tells you whether another lift finds work or parks. Then the lease the owners will sign, since they own the land and are retiring. Set those aside and there is an obvious add: the company offers no damage waiver, the optional fee covering minor damage that the largest national chain prices at 15% of the rental charge, so a buyer can add it without buying a machine.

📍 Location: Florida
💰 Asking Price: $3,500,000
💼 EBITDA: $465,643
📊 Revenue: $1,291,351
📅 Established: 2001

💭 My 2 Cents: What a beach rental company really owns is permission to work a piece of sand, and on this stretch of Southwest Florida the town allows only 10 jet ski rental licenses. This company holds one of those plus 4 beach chair licenses, all grandfathered and none able to move to another address. It works from a national resort that charges no rent, plus 3 beach lots where it pays a share of sales. Staff is already in place, and the owner works 4 hours a day in season and takes September and October off. That said, I’d want revenue by location and by month, since the $4,500-a-month lease ends in January 2027 and bills the same in September as February, while the lots only cost what they sell. I’d also want what the resort gets for charging no rent and how long that runs, since free rent is the most valuable thing here after the license. On price, the ask is high, but I view that as a conversation starter. What matters more is the seller is willing to finance the deal over 20 years with a year 5 balloon, and where that balloon lands is the real negotiation. There is a ceiling on growth here, since the town allows only 8 jet skis per stand, but with roughly 7 million people visiting this coast’s three counties last year, there is plenty of demand to fill it.

📍 Location: Florida
💰 Asking Price: $4,200,000
💼 EBITDA: $1,148,206
📊 Revenue: $3,901,547
📅 Established: 2016

💭 My 2 Cents: Between a cheesemaker in Italy and a restaurant’s kitchen there can be an exporter, an importer and a distributor, each taking a cut, and this company handles the last two itself by buying directly from 25 producers in Italy. It sells about 1,000 products, from dry goods to cheeses and cured meats, to about 50 restaurants, bakeries and specialty markets in South Florida, with sales up 23% over the past year and profit up 60%. A trained staff is in place, the sale includes the trucks, freezers and inventory, and an online store is already running as a second channel. How much of the 15% U.S. tariff on most European goods has been passed on to the restaurants is where I’d start, because that shows how much of the sales growth came from higher prices rather than more cases sold, and only the case growth would survive a tariff cut. Then whether the import files transfer, since being the named importer for 25 producers means 25 separate verification programs, and that stack is harder to replace than the trucks. And what the inventory in the sale is really worth, meaning how fast the cheeses and meats turn and what gets written off, since perishables are where a distributor’s margin leaks. The timing favors a buyer with cash: the business won’t qualify for SBA financing until April 2027, so until then only cash offers count, which leaves far fewer bidders to beat.