New Deals: A manager-run auto repair and smog shop, vacation rental cleaning company, and 3 other finds...

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NEW DEALS

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📍 Location: California
💰 Asking Price: N/A
💼 EBITDA: $616,000
📊 Revenue: $1,457,200
📅 Established: 2001

💭 My 2 Cents: An independent auto shop that's held the same corner for 25 years is selling something a new competitor can't just open up and buy: the reflex of drivers who pull in without shopping around. This one on California's Central Coast has two features worth pausing on. It's manager-run today, with the owner already stepped back from the daily work, which tells me a buyer inherits an operation instead of a job. And it holds a state smog-check license, which in California means legally required inspection visits that bring the same cars back every two years. I like that the crew has a tenured service manager and a full technician bench, and that matters more than usual right now, since the pipeline of new mechanics entering the trade keeps shrinking even as the work piles up. The question I'd press hardest on is technician recruitment and retention given how thin that labor pool has become, the remaining length and terms of the lease since a high-visibility corner is most of the draw, and how the smog license and equipment certifications transfer to a new owner. The demand driving this is structural: the average vehicle on American roads hit a record 12.8 years old in 2025, and cars in that 6-14 year band sit right in the window where they need the most work, so the bays should stay full whether or not anyone's buying new cars.

📍 Location: North Carolina
💰 Asking Price: $2,800,000
💼 EBITDA: $603,742
📊 Revenue: $2,637,836
📅 Established: N/A

💭 My 2 Cents: A cab and chassis rolling off the assembly line isn't a working truck yet, and the company that turns it into a dump truck, a bucket truck, or a marked police vehicle is the reason a fleet can do its job at all. This one serves customers across North Carolina and Virginia, and the client roster is what gives it staying power. Its buyers are municipal, university, government, and law-enforcement fleets, the kind of institutions that keep spending even when the economy tightens since their vehicles are essential. And a general manager already runs the day to day, which is a big part of why the current owner can hand it over cleanly. Public and utility fleets keep their trucks in service for years and re-outfit them on a replacement cycle, so the relationships here tend to repeat rather than end at a single sale. What I'd want to separate out is how much of revenue is one-time upfitting and build work versus the recurring fleet service that comes back on a schedule, how the government work is actually won (whether through standing agreements or job-by-job purchase orders), and whether any one agency is large enough that losing it would hurt. There's a timing wrinkle to underwrite, though. New federal emissions rules landing in 2027 are pulling chassis purchases forward into this year and next, which can inflate near-term volume, so a buyer should price the normal year rather than the pre-buy spike.

📍 Location: Florida
💰 Asking Price: $1,600,000
💼 EBITDA: $419,632
📊 Revenue: $1,164,840
📅 Established: 2016

💭 My 2 Cents: Every short-term-rental guest who checks out creates the same non-negotiable job, a fast and spotless turnover before the next arrival lands, and the company that reliably delivers it becomes very hard to replace. This Gulf Coast operation has done exactly that for a decade, serving a mix of property managers and individual owners. A crew of nearly twenty independent contractors handles the actual cleaning, which keeps overhead low and lets the business flex with the season. And the service area is dense and tightly routed, so a cleaner covers more turnovers per shift than a scattered territory would. That density is the real edge here. Finding and keeping reliable cleaners is one of the top headaches short-term-rental managers report, and higher density means more turnovers per shift and higher effective pay per hour for the contractors, which is what keeps them from jumping to a competitor. That said, I'd dig into the split between property-manager accounts and individual owners (since one management company controlling a large block of units could gut the business if it walked), how steady the turnover volume really holds through the Gulf Coast off-season rather than just the winter peak, and contractor retention. The one angle I'd watch closely is weather. A rough hurricane season empties the calendar and the turnovers with it, so a buyer should treat storm exposure as an earnings question and check how the business held up last time.

📍 Location: Georgia
💰 Asking Price: $2,900,000
💼 EBITDA: $485,235
📊 Revenue: $2,565,028
📅 Established: 2009

💭 My 2 Cents: Septic service is one of the few home repairs a homeowner can't skip or put off, since a full tank forces the call regardless of what the calendar or the budget says. This company serves both residential and commercial customers within reach of Atlanta, and its depth goes well past a single owner with a truck. Two licensed plumbers who aren't the owner carry the credentials the work requires, and several crew members hold septic certifications on top of that. I also like that the company owns its excavators, trucks, and trailers rather than renting equipment job to job. More than one in five American households run on a septic system, and the share climbs well above a third across the Southeast, so the customer base here is broad and stays put. The first thing I'd map is the mix between one-time new-construction and installation versus the service, drain, and pumping revenue that repeats on a fixed cycle, whether the two licensed plumbers and the certified crew are expected to stay after closing since the licenses carry the jobs, and the age and replacement schedule on the excavators and trucks that do the digging. The overlooked asset is the pumping route. A tank has to be emptied every few years no matter what, so buried inside a project-driven contractor is a recurring annuity a buyer can lean on and grow while the rest of the work swings with construction.

📍 Location: New Jersey
💰 Asking Price: $2,000,000
💼 EBITDA: $475,545
📊 Revenue: $1,742,897
📅 Established: 1978

💭 My 2 Cents: Landscaping is a famously fragmented trade, but nearly half a century in, this company has grown well past simple mowing into four separate revenue lines: irrigation, excavation, planting, and winter snow. The recurring spine is easy to see. More than 200 irrigation maintenance contracts bring the same properties back season after season, and government snow-removal contracts keep the crews earning through the winter when most yards go dormant. The client base skews toward affluent homeowners, and decades of relationships with local general contractors feed a steady stream of referred work. That mix is exactly what outside money is chasing right now. Private equity has been rolling up landscapers specifically for their recurring maintenance work, with the large majority of recent deals in the space backed by financial buyers hunting contract revenue and geographic density. I'd want to understand how much of the total leans on the recurring irrigation and snow work versus the lumpier excavation and hardscape projects, whether those 200-plus irrigation contracts renew on their own or have to be re-sold each spring, and the crew's exposure to the seasonal and immigrant labor pool the whole trade depends on. The same 48-year portfolio of irrigation and snow contracts that makes this business attractive to buy is what a regional consolidator would later pay a premium to absorb, making this less a standalone acquisition than a stake in a future roll-up target.