New Deals: A commercial laundromat with no local competition, estate management company for high-end homes with 10+ year clients, and 3 other finds...

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NEW DEALS

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📍 Location: Florida
💰 Asking Price: $1,700,000
💼 EBITDA: $442,000
📊 Revenue: $2,600,000
📅 Established: N/A

💭 My 2 Cents: Unlike in most of the country, most pools in Florida stay open all year, and the state has more backyard pools than any other (about 1.5 million). A pool owner can test the water and buy chemicals at a store, or pay someone to clean the pool every week, and this franchise sells to both. Besides the store, it runs a cleaning route of more than 300 pools, with route revenue up 12% over last year, plus repairs and a refinishing business (done through outside subcontractors) whose revenue nearly tripled. The whole business has grown 9% or more a year for the past 3 years, while across the franchisor’s other stores, sales to customers fell about 2% last year. Day to day, it runs without the owner: a general manager oversees the business supported by a retail manager and service manager. That said, I’d want to see revenue split between the store, the route, repairs, and refinishing for the last 3 years, because growth from the route repeats on its own while each refinishing job has to be won again. On the route itself, I’d want to know how many of the 300 pools are serviced every week and how close together they sit, since drive time between stops decides how many pools one tech can clean in a day. And since about $350,000 of inventory is priced on top of the asking price, I’d want a list of it showing how long each item has been on the shelf. Worth noting: this deal can’t be financed with an SBA or conventional bank loan, which likely thins the field and gives whoever does show up more room to negotiate.

📍 Location: Southern California
💰 Asking Price: $1,960,000
💼 EBITDA: $529,774
📊 Revenue: $1,162,011
📅 Established: N/A

💭 My 2 Cents: A salon paid by the visit starts every month at zero and fills its chairs one appointment at a time, while a membership salon has a big share of the month billed before anyone sits down. This salon (a franchise resale) had no staff and no members when its current owners bought it in late 2024. It now bills about 350 to 400 members $35,000 to $40,000 a month automatically, enough to cover rent and payroll. It has 12 chairs and pays the franchisor 10% of sales (an 8% royalty plus 2% for brand marketing). The main owner, who is relocating out of state, spends about 20 hours a week on oversight and admin while an on-site assistant manager and W-2 stylists run the floor, and no cosmetology experience is required to own it. Since a big part of this is a subscription business, retention matters most: how many members joined and how many cancelled each month since late 2024, and how many of the earliest members still pay. Then whether unused visits roll over, and if they do, how many members have banked, since a buyer takes on that work without getting paid for it again. Another piece is where new members come from, whether walk-ins signing up at the chair or the franchisor’s marketing, since that tells a buyer what to keep funding to grow the base past 400. The good news is that this location has already proven the model works in this market, and the franchise’s territory protections give a buyer room to open more locations nearby.

📍 Location: Montana
💰 Asking Price: $5,888,000
💼 EBITDA: $905,842
📊 Revenue: $7,351,887
📅 Established: 2015

💭 My 2 Cents: About 1 in 14 homes in Montana is a vacation or seasonal home, more than twice the national rate, and most sit empty much of the year. Fractional estate management is what their owners hire instead of a full-time estate manager: a team that inspects the house, maintains it, and coordinates contractors, with no tenant or rent involved, just a house kept safe for the owner’s next visit. In a Montana winter the inspections matter most, since a homeowner policy covers frozen pipes only if the owner took reasonable care to keep the heat on or drain the water. This company has run since 2015 across 2 Montana counties and has grown entirely on referrals, with clients who routinely stay more than 10 years. Its revenue splits roughly 40% inspections, 30% maintenance and services, and 30% coordinating projects through more than 260 vendors. A trained team runs the day to day while the owner focuses on sales and marketing, and is open to staying on for a year to introduce a buyer to clients. First, I’d dig into how many clients the owner still handles personally. Then whether the $7.35 million in revenue includes vendors’ full bills for work run through the company, since on that work it usually keeps only a markup. The obvious growth opportunity is bringing cleaning, hot tub care, snow removal, landscaping, and painting in-house to keep the profit that now goes to vendors. Regardless, a business like this grows with the number of second homes rather than how often they sell, so a slow real estate market costs it far less than it costs the brokers and builders around it.

📍 Location: South Florida
💰 Asking Price: $2,500,000
💼 EBITDA: $962,640
📊 Revenue: $1,960,992
📅 Established: N/A

💭 My 2 Cents: Adult day care runs on a bus route: a bus picks seniors up in the morning, they spend the day at the center, and the bus brings them home in the afternoon, so the relative who looks after them can go to work. In Florida, Medicaid pays for it through the private health plans that run the state’s long-term care program, and in May the state stopped enrolling new adult day care centers in Medicaid in this part of Florida, then extended that freeze on November 2. This deal is 2 licensed centers sold together, and one of them is already enrolled in Medicaid and under contract with those plans, something a new competitor can’t get while the freeze lasts. Across the two, 135 seniors are enrolled, and 10 company-owned buses run the door-to-door routes that bring most of them in each day. Right now there’s a full team in place: care staff, drivers, kitchen, and administration. I’d start with how many seniors attend on an average day versus the Medicaid center’s 75 licensed seats, since that gap is room to grow inside a license the center already holds. Then which Medicaid plans the center is contracted with and when those contracts renew, since a center can only serve members of the plans it works with. Another piece is who pays at the second center today, which shows whether it adds to the cash flow or drains it. The math favors this kind of care: a weekday seat at an adult day center in Florida averages about $19,500 a year versus $124,100 for a semi-private nursing home room, so for families and Medicaid plans alike it’s a far cheaper way to keep a senior living at home.

📍 Location: Colorado
💰 Asking Price: $1,200,000
💼 EBITDA: $453,000
📊 Revenue: $1,046,000
📅 Established: 1989

💭 My 2 Cents: Every time a vacation rental guest checks out (often with the next one arriving the same day), every bed has to be stripped and every towel replaced. A laundry that charges by the pound earns on every one of those checkouts, so it makes money from a town’s busy season without owning a single bed. Since 1989 this company has been that provider in a Colorado mountain town, washing and folding bedding and towels by the pound for vacation rentals, lodges, and property managers, and working only for businesses, with no retail counter. It’s the only full-time laundry serving vacation rentals and hotels in town, with 15 employees plus extra seasonal help for the summer peak. I’d want to know what share of a year’s revenue comes from lodges versus vacation rentals, since a lodge sends laundry steadily through its season while a rental sends it only when a guest checks out, so the bigger the lodge share, the steadier the volume. Then, since the town caps how many homes in its residential neighborhoods can rent to visitors, the share of those rentals already sending laundry here shows how much of the town is left to win. I’d also want the per-pound price history for the last 3 years, since that shows whether being the only full-time laundry in town lets it raise prices without losing accounts. Unlike a summer beach town, most Colorado mountain towns have two busy seasons, skiing in winter and hiking in summer, so the work at this plant comes in two stretches a year instead of one.