New Deals: A semi-absentee gym portfolio, septic company with recurring routes, and 3 other finds...

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NEW DEALS

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📍 Location: New Hampshire
💰 Asking Price: 1,800,000
💼 EBITDA: $584,270
📊 Revenue: $3,419,636
📅 Established: 1996

💭 My 2 Cents: Gyms are one of the few Main Street businesses where revenue shows up whether or not the customer does. Members pay every month, and a well-run club holds them for years, which gives the dues a consistency few service businesses reach. This portfolio has more than 7,600 active members, and the owners put in under twenty hours a week between them with a regional manager and club managers already carrying the daily load. Spreading members across several clubs also cushions any one location's rough stretch, which a single-site gym never gets. I'd want to know the average dues per member, because a $25 budget club is a volume game where non-attendance is the business model, while an $80 club lives and dies on people actually showing up, and the two carry very different retention math. I'd also want monthly retention club by club, how much of the base sits on annual contracts versus month-to-month that a member can cancel in a bad week, and the age and remaining life of the equipment, since a re-fit across several locations is a serious capital line. The leases matter just as much: gyms are expensive to build out and nearly impossible to relocate, so remaining term, renewal options, and rent escalators effectively set the ceiling on what this cash flow is worth.

📍 Location: Florida
💰 Asking Price: $3,000,000
💼 EBITDA: $825,943
📊 Revenue: $3,444,764
📅 Established: 2014

💭 My 2 Cents: Florida sits on more septic than almost any state, with roughly 2.6 million systems in the ground, about an eighth of the nation's total. And septic is one of the few home services a customer cannot put off, since a full tank forces the call no matter the budget. This Central Florida company handles the whole job across five counties, including new tank installs, pump-outs, drain fields, repairs, and lift-station work. The pump-out and lift-station work recurs on a fixed cycle, since every tank has to be emptied every few years and commercial lift stations need regular service to stay compliant. And the seller says the field team runs the daily operation on its own. I'd want to understand how the revenue splits between one-time installs and drain fields versus the pump-out and lift-station work that repeats, how many commercial lift-station accounts sit under standing service agreements, and the age and useful life left on the pump trucks. The recurring pumping route is the backbone here, and the install side steadily feeds it, since every new tank and drain field this company puts in becomes a pump-out and inspection customer for the next twenty years. So a buyer should treat the two lines as one flywheel, where each install enrolls another account onto the route that keeps the trucks earning between the bigger tank-and-field jobs.

📍 Location: New York
💰 Asking Price: $4,500,000
💼 EBITDA: $1,400,000
📊 Revenue: $4,500,000
📅 Established: N/A

💭 My 2 Cents: Print has been shrinking for two decades, yet wide-format has quietly gone the other way, growing at roughly 5% a year, because a banner, a trade-show booth, or hospital wayfinding still has to be physically made and cannot be emailed. This New York metro shop lives on exactly that kind of work. Its client base skews toward hospitals, schools, and nonprofits, and institutional demand comes back on rhythms a retail shop never sees: schools print around enrollment, commencement, and athletic seasons, hospitals keep signage current with compliance requirements, and all of them buy inside annual budget cycles that make next year's spend look a lot like this year's. And it has a long-tenured, stable workforce in a trade where skilled press operators are hard to replace. Government agencies, event promoters, and corporate accounts round out a client list that rarely shops on price alone. I'd want to know how much of the revenue repeats from standing institutional accounts versus project work, how exposed the top line is to the largest few clients, and the age and condition of the wide-format presses (since those machines are the biggest asset behind the business). The more of this revenue that traces to budget-cycle institutions rather than one-off jobs, the closer this trades like a contract business, and the less a buyer should price it like a job shop.

📍 Location: Nevada
💰 Asking Price: $1,250,000
💼 EBITDA: $408,000
📊 Revenue: $1,278,000
📅 Established: 20+ years ago

💭 My 2 Cents: When a walk-in cooler dies, the countdown starts immediately: the inventory inside is worth thousands, health codes cap cold food at 41 degrees, and every hour warm is money spoiling on the shelf. That's why commercial refrigeration is the emergency trade inside an already essential industry, and the equipment fails more often than home systems do because it never gets to rest, running around the clock instead of cycling on and off. This Nevada contractor has operated for almost twenty years across residential and commercial heating, cooling, and refrigeration. A meaningful share of the revenue comes from standing maintenance agreements, and the seller has already reinvested in fleet, software, and operating systems. I'd want to understand how the revenue splits between residential HVAC and commercial refrigeration, since the refrigeration side is the stickier, harder-to-replicate work and deserves the premium in any valuation. I'd also want the mix of recurring maintenance agreements versus one-off service, whether any accounts reach into the casino and hospitality kitchens that make Nevada an unusual refrigeration market, and how the shop holds onto certified refrigeration techs, who are scarcer than HVAC techs and just as poachable. The maintenance-agreement base is the anchor here, and it compounds quietly, because the technician who shows up twice a year is the one who spots the dying compressor and wins the replacement before the customer ever calls a competitor.

📍 Location: Tennessee
💰 Asking Price: $1,100,000
💼 EBITDA: $494,184
📊 Revenue: $1,300,000
📅 Established: 1997

💭 My 2 Cents: Childcare is one of the few small businesses where the government caps the supply. Licensing limits how many children a center can hold, and nearly half of families with kids under six live where more than three children compete for every licensed slot, so an established center owns something a competitor cannot simply build. This one has held its license and its enrollment for nearly three decades, operates from a purpose-built site with its own playgrounds and security, and collects tuition up front, so it runs with no receivables. Three decades matters more here than in most trades, because parents choose childcare on trust and word of mouth, and a long waitlist is that reputation converted into a number a buyer can verify. I'd want enrollment against licensed capacity and the depth of the waitlist, the lease terms on the site (since the license attaches to the building and a daycare cannot relocate without relicensing, which hands the landlord unusual leverage at every renewal), who holds the director qualification the license depends on (because if that's the seller the buyer inherits a regulatory gap on day one), and how much of the tuition is private-pay versus state subsidy. But the one document I'd read closest is the enrollment roster by age group, because it's a revenue forecast in disguise: a center full of infants is booked out for the next four years as those kids move up through the rooms, while a center heavy on four-year-olds is about to graduate half its revenue and needs the waitlist to refill it.