New Deals: A home care agency with management, street sweeping business, and 3 more finds...

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NEW DEALS

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

📍 Location: Indiana
💰 Asking Price: $3,600,000
💼 EBITDA: $900,000
📊 Revenue: $4,500,000
📅 Established: ~1996

💭 My 2 Cents: By 2030, one in five Americans will be 65 or older, and the vast majority want to age at home rather than in a facility. The government wants the same thing, since home care costs the state far less than institutional care. This 30-year agency providing personal care, companion care, attendant care, and waiver services has a standing 46-client waitlist, telling you that the only thing capping revenue is caregiver capacity (the same constraint throttling the entire industry). Weekly billing has still grown roughly 25% over the past year on word-of-mouth referrals with zero marketing spend. What stands out is the management infrastructure, with its own intake, scheduling, billing, HR, and caregiver onboarding, which means low owner dependency at handoff. But the payor mix is where the real diligence lives, because Medicaid sets the reimbursement rates and a buyer can't negotiate them. I'd want to understand the state's rate-setting mechanism and timing: when waiver rates next reset, whether changes are legislated or budget-cycle driven, and whether a specific reduction is already scheduled or modeled in the state budget. I'd also want the caregiver turnover rate benchmarked against the industry (since the entire business is the ability to staff hours, and turnover is what's actually capping the waitlist), so whether 30 years of local reputation and referral hiring give this agency retention better than the norm, and what it would actually cost to staff up the waitlist. The waitlist is real money, but it only converts if a buyer can staff better than its peers.

📍 Location: Southern California
💰 Asking Price: $2,400,000
💼 EBITDA: $695,000
📊 Revenue: $6,141,070
📅 Established: 1990

💭 My 2 Cents: A buyer here steps into a $1.5 million project backlog already booked and waiting to install, which takes most of the risk out of the first year. Plus, backyard accessory dwelling units (the small second homes California now lets owners add to their lots) have become a real tailwind as the state loosens permitting, and every one of them needs windows and doors. After 35 years in SoCal, this window and door company serves a balanced 50/50 split of homeowners and contractors with consultation, measurement, estimating, and installation. The contractor channel is the repeat engine since builders and remodelers reorder constantly while homeowners are mostly one-time buyers. I'd want to understand whether the long-term vendor relationships carry pricing or territory protections, how the installer base is structured since the work runs on 20 subcontractors and crew availability is what gates capacity, and how exposed the book is to the housing cycle, since replacement demand is rate-sensitive but partly insulated by the lock-in effect that pushes owners toward renovation rather than moving. The backlog gives a buyer runway, but window and door work is one-and-done by nature, so the real lever is locking the contractor side into repeat-volume work on new construction and those accessory-unit projects, where a builder defaults to the same installer rather than rebidding every job.

📍 Location: N/A
💰 Asking Price: N/A
💼 EBITDA: $839,000
📊 Revenue: $6,653,000
📅 Established: ~1999

💭 My 2 Cents: Most promotional products suppliers compete on price in a $27.7 billion commodity market. This one holds exclusive co-brand promotional rights with leading national retail brands, which means competitors literally cannot sell what it sells. The business pairs those exclusive rights with its own line of everyday products and has earned a 74% customer retention rate over 27 years, which in a reorder-driven category is the number that compounds. It sells through promotional product distributors rather than direct to end users, and an Elite Distributor Program rewards the highest-volume sellers with pricing and access tiers that concentrate their orders here, so the licensing draws distributors in and the program keeps the biggest ones consolidating volume rather than spreading it across suppliers. I'd want to understand the terms and duration of those exclusive co-brand licenses, how concentrated revenue is across the licensed brands versus the proprietary line, and what customer concentration looks like across the distributor base the company sells through. Exclusive licensing with national brands is exactly the differentiated, hard-to-replicate asset a strategic acquirer or a larger promotional products platform pays a premium for, so a buyer who locks in and expands those rights is building toward a premium exit rather than just collecting the cash flow.

📍 Location: New York
💰 Asking Price: $4,900,000
💼 EBITDA: $1,360,704
📊 Revenue: $5,753,998
📅 Established: 1984

💭 My 2 Cents: The client list does the selling here, which is why this shop has no sales team and no marketing to speak of. It fabricates precision sheet metal for Google, Nike, the MTA, Macy's, and Hudson Yards, and when your work holds up for accounts like that, the referrals never stop. After 42 years in the Bronx, the business runs on 22 non-union employees averaging 20 to 25 years on the job, the kind of institutional knowledge that takes a generation to build. The timing also favors domestic fabrication, with U.S. metal fabrication projected to grow 5.5% in 2026 against just 2.19% the year before as reshoring pulls work back from overseas (and the seller is already seeing customers actively seeking domestic suppliers). I'd want to understand how concentrated revenue is across the 65 to 70 active accounts and what the largest client represents, whether the long-tenured crew is staying or aging toward retirement alongside the 79-year-old owner, and the age and condition of the machinery (and whether there's deferred capex hiding in those 42 years). A fabricator with a blue-chip roster is exactly what a larger shop or a private equity platform bolts on, so a buyer who documents the relationships and turns on sales is building something a strategic pays up for at exit.

📍 Location: Florida
💰 Asking Price: $1,750,000
💼 EBITDA: $578,925
📊 Revenue: $1,142,575
📅 Established: 2007

💭 My 2 Cents: Street sweeping is invisible until it stops, which is what makes it durable recurring work. Under the Clean Water Act's stormwater rules, construction sites of an acre or more and permitted municipalities have to keep sediment and debris out of storm drains, and sweeping is an EPA-recognized way to do it, so the demand is regulatory rather than discretionary. This Southwest Florida operation runs vacuum trucks and broom tractors on both day and evening schedules, serving residential communities, municipalities, and active construction sites, which spreads revenue across three customer types that don't all soften at once. The catch a buyer has to weigh is that the business runs on just two full-time employees, which means it's owner-operated today, so a buyer is either stepping into the truck or hiring to replace whatever the seller personally does. I'd want to understand how much of revenue runs on recurring contracts versus per-job construction cleanup, what the fleet age and replacement schedule looks like since vacuum trucks and broom tractors are specialized capital equipment, and what it would realistically cost to backfill the owner, since in a small operation the person you're buying out is likely also the salesperson and the scheduler (and maybe sometimes even the driver). Southwest Florida's growth keeps feeding the pipeline, so a buyer who locks the construction relationships into ongoing municipal and HOA contracts converts one-time cleanup into the recurring base that makes this easy to sell later.