New Deals: An absentee-owned dumpster rental company, commercial fire sprinkler contractor, and 3 other finds...

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NEW DEALS

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📍 Location: Washington
💰 Asking Price: 1,595,000
💼 EBITDA: $520,183
📊 Revenue: $1,319,236
📅 Established: 2018

💭 My 2 Cents: In a high-ticket metro like Seattle, the hardest part of running a moving company is getting the phone to ring without burning cash on ads. This operation has solved that better than most. A 4.9-star profile with more than 300 organic reviews ranks it at the top of local search and feeds premium inbound jobs on autopilot. Reviews matter more in moving than almost any other home service. Customers move once every several years, so there's no repeat relationship to lean on, and they're handing strangers everything they own. That makes trust the entire sale, which is why most one-truck operators end up renting leads from aggregators at brutal margins while a top-ranked organic profile books premium jobs for free. A full management layer already runs the daily pipeline, including an operations director and two sales agents handling dispatch and bookings all without the owner in the loop. That said, I’d dig into crew wages and tenure (moving crews are physically demanding hires with high turnover), damage claim rates, and seasonality (summer tends to carry the year and a buyer needs to know the business cash flows through the slow winter months). The interesting play here isn't just buying the lead engine, it's feeding it. Every premium job done well adds another review, which holds the ranking, which books the next premium job. A buyer who keeps service quality tight inherits a flywheel that gets harder to displace every month.

📍 Location: Virginia
💰 Asking Price: $2,000,000
💼 EBITDA: $443,627
📊 Revenue: $931,969
📅 Established: 2010

💭 My 2 Cents: The difference between a good landscaping company and a great one isn't the mowing, it's who signs the contract. This Virginia operation holds recurring maintenance agreements with Walmart, Starbucks, and the University of Virginia, the kind of national and institutional accounts that renew on autopilot and that most operators never crack. Its revenue is more than 95% recurring maintenance contracts, and it has layered facility maintenance onto the landscaping, which widens what each contract covers on the same properties rather than limiting the company to one narrow service. The question I'd press hardest on is how those contracts are structured, whether they renew on their own or go out for rebid each year, and how concentrated revenue is across the top few accounts (since losing one would dent the base). I'd also dig into margin by account (national accounts are famously tough on pricing and the headline logos may be the least profitable work in the book) and how much labor is self-performed versus subcontracted, including whether crews depend on H-2B visa workers, which is a real annual lottery risk in this trade. Larger consolidators have been rolling up exactly this kind of contracted maintenance for its predictable cash flow, which makes this the rare landscaping asset a buyer can eventually exit into a strategic sale.

📍 Location: Florida
💰 Asking Price: $3,300,000
💼 EBITDA: $509,531
📊 Revenue: $1,700,709
📅 Established: 2003

💭 My 2 Cents: A roll-off dumpster is about the simplest rental asset in existence: a steel box with no engine, no electronics, and a decade of useful life, billing $300 to $600 every time it gets dropped and swapped. This Central Florida company rents and services around 100 dumpsters weekly and layers on a wreckage-removal line along the region's busy transportation corridors (emergency response work that competitors without the specialized equipment cannot easily bid on). Construction and demolition debris is the largest waste stream in the country by weight, far bigger than household trash, which keeps roll-off demand structurally high. And Central Florida is one of the few places where a construction-tied business earns the benefit of the doubt, because the population keeps arriving and the hurricanes keep generating cleanup work. That said, I'd dig into how many of those hundred containers are tied to contracted regular customers versus one-off rentals that end after a single haul, how lumpy the wreckage-removal revenue runs (emergencies do not arrive on a schedule), and the age and replacement cost of the roll-off trucks and containers. The asking price sits well above where these businesses usually trade, and the current owner puts in essentially zero hours, so the real question is whether that premium buys a genuinely contracted, truly absentee operation or just a fleet of containers to re-rent every month.

📍 Location: Washington State
💰 Asking Price: $1,400,000
💼 EBITDA: $473,948
📊 Revenue: $2,346,028
📅 Established: N/A

💭 My 2 Cents: A commercial fire sprinkler system is not a one-time install, since the fire code requires it to be inspected and tested on a fixed schedule for as long as the building stands. This Washington State contractor handles the installs but also the inspections, maintenance, repairs, and compliance support that follow, serving commercial and industrial clients across the state. The inspection and maintenance revenue recurs on its own, because national fire codes mandate checks quarterly, annually, and every five years, and the legal obligation sits with the building owner, meaning the customer is required to buy this service whether or not anyone sells it to them. And the customer relationships run long, built with contractors, property managers, and owners who call the same company each cycle and rarely shop the work around. What I'd want to understand is the split between one-time installation revenue and the recurring inspection and service base, how many buildings sit under standing inspection agreements versus billed job by job, and and what share of inspections convert into repair work, since that attachment rate is what turns a book of inspection accounts into real margin. The best-kept secret in this trade is that inspections aren't just recurring revenue, they're a lead generation machine. Every inspection surfaces deficiencies the building owner is legally obligated to fix, and the inspecting company is standing right there to quote the repair.

📍 Location: Georgia
💰 Asking Price: $2,600,000
💼 EBITDA: $958,891
📊 Revenue: $2,853,827
📅 Established: 1986

💭 My 2 Cents: Commercial window coverings are a quiet, repeat-order business, since every office refresh, new build, and hotel renovation needs blinds, shades, and shutters measured and installed. This Atlanta company has been doing exactly that for commercial clients for forty years. Its work has run on repeat and referral for decades, which is rare in a trade many treat as one and done. And it pairs the product sale with its own installation, capturing margin that pure resellers hand to a subcontractor. I like that it runs on lean overhead, which is part of how a product-plus-install model holds its profitability. Clients include data centers, schools, and hospitals, and the company holds preferred-vendor status with general contractors, which tells me the moat is those institutional ties and the steady work they generate. Commercial interiors move on renovation cycles, so an office or hotel that bought once tends to return every several years as spaces get refreshed. What I'd want to separate out is how much of the work is genuinely repeat versus new-logo business each year, whether any single builder or property manager drives an outsized share, and how dependent the estimating and measuring still is on the owner personally. In a crowded local trade, forty years of referral relationships is the asset a competitor cannot advertise its way into, so a buyer should treat those repeat institutional accounts as the thing being purchased, more than the showroom or the inventory.