New Deals: An absentee-run car wash and oil change bay, luxury chauffeur company with nationwide partner operators, and 3 other finds...

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NEW DEALS

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📍 Location: New York
💰 Asking Price: $1,600,000
💼 EBITDA: $550,000
📊 Revenue: $1,650,000
📅 Established: n/a

💭 My 2 Cents: Towns have started turning down new car washes because their markets are already full, so the hardest thing to get in this trade is permission rather than customers. This one already has it, on a corner, with an oil change bay beside the wash, and the sale includes a right to buy the ground it sits on rather than the ground itself. The owner is absentee and sales keep growing anyway. Whether a wash club exists at all is where I'd start, along with what share of sales it produces, since a monthly membership turns a weather-dependent business into something closer to a subscription. What that right to buy actually says matters more than the fact that it exists, so I'd want the price, the expiry date, and whether it transfers to a buyer at all, because plenty of these are personal to the current owner and quietly die at closing. I'd also want the profit split between the wash and the oil change bay, since the wash makes its money on how many cars come through while the bay sees far fewer cars and makes it on what gets added to each bill beyond the oil, which is where oil change shops have been finding their growth. A car already parked for a wash is the cheapest oil change customer in the trade, so a buyer here owns two businesses that never have to go find the same customer twice.

📍 Location: Florida
💰 Asking Price: $2,500,000
💼 EBITDA: $760,000
📊 Revenue: $2,000,000
📅 Established: 2016

💭 My 2 Cents: A chauffeur company puts a driver at a door at a time booked weeks earlier. What makes this one unusual is that it also gets paid on trips it never drives. When a client flies somewhere it has no cars, the work goes to a partner operator who does, and the company that owns the relationship keeps roughly 10% to 15% of that fare for handing it over. This company has run since 2016 on black car, airport, corporate and event work across South Florida, following its clients nationwide through those partners. Twelve contractors do the driving, nine 2025 and 2026 Escalades and Sprinters are included, and there is no yard or dispatch office because the whole thing runs out of a house. The split I'd want is how much of the work comes from this company's own clients versus from other operators sending trips in, and how many of those partners there are, since two or three supplying most of it is a different business from 20. How many of the nine vehicles move on a typical weekday is what I'd pin down, because an idle Escalade is the most expensive thing this business owns. I'd also ask whether growth came from more trips or higher rates. Nine vehicles bought in 2025 and 2026 means the next fleet refresh is years away, so a buyer is inheriting this capital cycle at its trough rather than walking into a replacement bill.

📍 Location: Alaska
💰 Asking Price: $3,700,000
💼 EBITDA: $534,000
📊 Revenue: $2,230,000
📅 Established: 1995

💭 My 2 Cents: An insurance agency sells other companies' policies and gets paid again every year the customer renews, so a policy written in the nineties can still be paying today. This company has run since 1995, holds 8,881 Allstate policies with retention at 89.4%, and 15 people run it behind an operations director with 30 years in the chair. Last year it spent $181,282 on lead generation to write $188,848 of new premium, which means the money on a new customer comes back in the renewals rather than in the first year. What Allstate requires of a purchaser is the thing I'd establish early, since the buyer has to be approved and appointed by the carrier and there is no open market for a book like this. I'd want auto and home renewals reported separately too, because a single retention number can be one strong line covering for a weak one, and auto renews twice a year while a home policy renews once. The mix between auto, home and commercial is worth pinning down as well, since revenue works out to about $251 a policy, more than an Alaska auto policy usually pays an agency. The moat here is that only a handful of national insurers write most of the personal insurance in Alaska, so a buyer is inheriting renewals that hold because the customer has few other places to take them.

📍 Location: New Jersey
💰 Asking Price: $9,000,000
💼 EBITDA: $1,457,660
📊 Revenue: $2,675,020
📅 Established: n/a

💭 My 2 Cents: This is a truck stop, a garage, and a fuel wholesaler sitting on one piece of ground. The pump is the least profitable part of it. What pays is the wholesale arm, which moves about 30 million gallons a year to other operators' sites across three states, roughly ten times what the pumps do. In New Jersey every gallon of gasoline sold at retail legally requires an attendant, while diesel does not, so the pumps out front carry a payroll cost the deliveries never do. The sale takes in four tankers, six trucks, a 3-bay garage, and 6.5 acres. Cigarettes are only 7% of store sales against nearly a fifth at a typical store, and since that category shrinks every year, this store is not managing a decline the way most are. The revenue figure is almost certainly what the company keeps on the fuel rather than what the fuel sold for, so I'd want the retail site and the wholesale book reported separately. The supply agreements and how long they run are what I'd read most carefully, since federal law treats a branded fuel contract like a franchise that cannot be ended on less than 90 days' notice. Most of the fuel here never touches this company's own pumps and gets trucked to other people's gas stations instead, so a buyer is acquiring a delivery business with a truck stop attached to it.

📍 Location: Northeast
💰 Asking Price: On request
💼 EBITDA: $1,067,642
📊 Revenue: $8,515,672
📅 Established: n/a

💭 My 2 Cents: This company builds boilers that burn wood chips. The customer is usually a school, a hospital or a municipal building with no natural gas line running to it, where the alternative is heating oil or propane trucked in, and wood chips deliver the same heat for a fraction of the cost. The company designs and fabricates the systems, installs them and then services them across the United States and Canada, and has been doing that for more than 25 years. The owners are now retiring, the management team is staying, and no single account dominates the book. Splitting revenue between new system builds and service on the installed base is where I'd start, since one arrives when a customer decides to spend capital and the other arrives whether or not anyone does. On the service side I'd want to know what the actual agreement is, because federal air rules put these boilers on a tune-up roughly every two years but any qualified technician can do it, which makes the installed base a list of leads rather than a captive contract. What happens to the order book when oil prices fall is the other thing worth asking. A federal grant covering up to 35% of the cost is what gets many of these systems built, and it takes applications once a year, so demand here moves on a filing deadline rather than a sales cycle.