New Deals: An absentee 24/7 answering service, trailer-leasing company, 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: Arizona
💰 Asking Price: $2,245,000
💼 EBITDA: $582,521
📊 Revenue: $1,380,000
📅 Established: 1997

💭 My 2 Cents: A medical answering service sells one thing above all: the guarantee that a hospice patient's 2 a.m. call reaches a human, which is why this sits inside a market worth about $1.5 billion and growing near 8% a year. Nearly 30 years in, this one pulls about 70% of revenue from healthcare clients like medical practices, hospice providers, and home health agencies, the stickiest base in the category because switching vendors means risking a missed patient call. It runs on recurring monthly billing with an experienced team and almost no marketing, so retention alone has carried it this far. The risk I'd underwrite hardest is the obvious one: AI voice agents are moving into call handling fast, and the routine message-taking piece is the part most exposed. So I'd want the volume split between true triage that needs live clinical judgment and the simple take-a-message work a bot could absorb, because that ratio decides how durable these contracts are over the next five years. Right behind it I'd press on monthly churn and average client tenure. The demand is settled. What decides the durability of these contracts is the share of accounts that legally require a licensed human in the loop, not just the share where a human happens to answer. AI capability will keep closing the quality gap, but it can't close the liability gap: no compliance officer or malpractice carrier signs off on a bot making an unsupervised clinical judgment on a hospice line at 2 a.m. That's the revenue AI can't take, and it's what keeps these contracts sticky.

📍 Location: Texas
💰 Asking Price: $2,598,552
💼 EBITDA: $654,712
📊 Revenue: $2,643,986
📅 Established: N/A

💭 My 2 Cents: Most businesses in this space rise and fall with the freight cycle. This one is hedged against it, because when carriers stop buying trailers they rent them instead, and this company does both. This company has rented and sold trailers for more than 20 years, serving the single drivers and small carriers that the national rental chains tend to overlook, and it does the work across four channels: it rents, it sells, it finances the purchase, and it takes units on consignment, so the same trailer can earn more than one way. What jumps out is the operating leverage since a staff of just three people runs the whole operation while it moves over 500 trailers a year through sales alone. That said, I'd want to dig into the fleet before anything else, its age, its utilization, and the replacement schedule, since in a leasing business a yard of idle or end-of-life trailers is a capex bill dressed up as an asset. The timing helps a buyer here, because the trailer market ran soft through 2025 and lease rates only eased late in the year, so small carriers are stretching their replacement cycles and renting longer rather than buying. A buyer who gets the fleet independently appraised and leans into the rental side while freight is still soft inherits a 20-year book of small operators and steady cash flow that runs on almost no payroll.

📍 Location: Florida
💰 Asking Price: $4,250,000
💼 EBITDA: $674,975
📊 Revenue: $2,132,513
📅 Established: 1996

💭 My 2 Cents: People still want to buy their plants from someone who can tell them why the gardenia is dying and hand them the fix, and that is the one thing Amazon and the big boxes cannot ship. This 30-year garden center in one of Florida's most affluent markets has built its following almost entirely on word of mouth, the kind of trust a box store cannot buy. It also runs on 60% gross margins, strong for retail and a sign the expertise is doing the selling rather than the price. The numbers back that up across the industry, since shoppers rate independent garden centers above Home Depot on both plant quality and staff knowledge even as the big boxes capture roughly a third of all supply spending. The deeper asset is the dirt itself, since the sale includes two owned parcels of real estate, so the buyer owns the site rather than answering to a landlord on a destination location. That said, I'd want to dig into how much of that margin rides on higher-value specialty plants a box store cannot stock versus commodity goods it can undercut, and most of all how much of the plant-buying judgment and grower relationships walk out the door with the retiring owner, since that knowledge is the brand. The seller runs no design, install, or maintenance lines yet, so a buyer who keeps the key staff and adds those higher-margin services inherits a loyal base and a second act the current owner never built.

📍 Location: Texas
💰 Asking Price: $3,000,000
💼 EBITDA: $522,392
📊 Revenue: $2,000,000
📅 Established: 1985

💭 My 2 Cents: The real engine here sits underground in the 5,000 to 6,500 wells this company has drilled across North Texas over four decades, because every pump and pressure tank installed 15 or 20 years ago is now aging into a replacement that comes back to the company that put it in. That is what turns one-time drilling into return service revenue. The sale includes roughly $2.2 million in owned equipment with no loans or leases, and the crew runs deep, with tenures of 20 to 35-plus years. The dependency I'd press hardest is the single licensed driller, because three different things all sit with one person. First, the legal right to operate: the state driller and pump-installer licenses are his, and without them the business can't drill. Second, the knowledge: he holds the well records and customer history, four decades of who has what equipment and when it is due. Third, the relationships and judgment that win the work. Lose him without a plan and you have not lost an employee, you have lost the license, the records, and the customer book in one move. So I'd want his transition locked in writing, the license-transfer path mapped before close, and the equity rollover he offered used to keep him tied in. I'd also want the split between new drilling and the return service base, since the service work is the durable half. Texas groundwater is projected to fall 32% by 2070 and 4.5 million Texans already rely on private wells, so as surface water tightens, demand for new wells and rework only deepens. This is a bolt-on for someone already in the water industry, not a cold first deal, though the buyer need not be a driller personally as long as someone on the team can carry the licenses.

📍 Location: Florida
💰 Asking Price: $2,000,000
💼 EBITDA: $507,850
📊 Revenue: $1,510,252
📅 Established: 2004

💭 My 2 Cents: Concrete is the first trade onto a job site and one of the few a property owner cannot defer, skip, or do themselves, which gives this 21-year Central Florida contractor a protected spot in the build. It runs decorative and structural concrete alongside flatwork, the specialty end of the trade that a general contractor cannot self-perform, which is what keeps it out of the low-bid scrum most concrete shops fight in. The work spans commercial, residential, and municipal clients, with a base of repeat commercial accounts and a pipeline of local government contracts, and a crew of 25 runs it as a managed operation rather than an owner swinging a trowel. The municipal side is the piece I'd weight most, because government contracts are slow to win but sticky once you are an approved vendor. The risk that needs real work is local demand, since residential permits in the county decreased about 19% year over year through late 2025, so I'd want the revenue split between that softening residential work and the steadier commercial and government side that holds up when housing cools. Right behind it I'd want to know how many builders feed the commercial pipeline, since concrete revenue flows through a handful of general contractor and developer relationships and one paused project can empty a quarter's schedule. With statewide construction employment set to grow through 2026, a buyer who adds a salesperson to chase larger commercial bids inherits a crew and reputation built to take them.