New deals: An absentee-run nail and lash salon in TX, doggy daycare in CA, and 3 other finds...

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NEW DEALS

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📍 Location: Multi-State
💰 Asking Price: 1,599,000
💼 EBITDA: $478,000
📊 Revenue: $1,294,000
📅 Established: 2010

💭 My 2 Cents: A gym membership bills like recurring revenue, hitting the card every month whether or not the member ever walks back through the door, but it renews like a habit, which means the quality of the base matters more than the billing model. The first thing I'd pin down is which end of the market these clubs sit on, because a $15-a-month high-volume gym and a premium club are different businesses, and everything from churn tolerance to how members behave in a downturn follows from that answer. What sets this portfolio apart for a first-time buyer is that the seller runs it fully absentee, with a vice president over the group and an on-site manager at each location. It is also 5 clubs across 4 states, in Oklahoma, Louisiana, Alabama, and Ohio, the quiet insurance policy against any single town having a bad year, though I'd confirm no single club is quietly carrying the other 4. Because the billing only counts if members stick, churn is the number to interrogate, so I'd want the monthly cancellation rate, the split between annual and month-to-month members, and how many joins each club needs just to hold flat. The catch first-time buyers miss with any franchise is that the franchisor, not the owner, sets the reinvestment schedule, and here that already means roughly $375,000 in mandated upgrades across the 5 sites. The good news is that number is known and dated, so it belongs in the purchase price negotiation rather than the first year's budget. And there's a longer game here, because franchisors hand their best new territories to proven multi-unit operators, and a buyer who closes this deal becomes one on day one instead of spending a decade earning the title one club at a time.

📍 Location: Texas
💰 Asking Price: $4,295,000
💼 EBITDA: $1,235,492
📊 Revenue: $5,187,297
📅 Established: N/A

💭 My 2 Cents: Most retail spends its life hunting new customers, while a nail salon books the same one every few weeks on a standing appointment. This Dallas salon has turned it into scale most owners never reach, running with a team of more than 60 who are paid almost entirely on commission, so payroll rises and falls with the chairs that are full rather than sitting as fixed cost. The quieter asset is a list of over 20,000 past client numbers the salon texts to fill slow days, paired with 30,000-plus social followers and a top Google spot for "nail salon near me," so it owns both the repeat channel and the new-customer funnel. The seller runs this absentee, which means a team and process is in place for recruiting technicians, setting schedules, and keeping the calendar full. I'd want to see how the revenue divides between the commission nail work and the higher-ticket waxing and lash services, what technician turnover looks like (since the whole model depends on filling seats), and how many of those 20,000 numbers have booked in the last year rather than gone quiet. The risk most buyers underrate in this trade is that a strong technician can leave and take her regulars with her, though at 60 chairs no single departure moves the number, where a three-chair shop can lose a third of its book overnight. The salon also leases along a high-traffic corridor, so I'd confirm the lease runs long enough to protect the location the base is tied to. What a buyer is really acquiring at this size is a recruiting machine, because the scarce input in nails is licensed hands rather than customers, and a salon that can keep 60 chairs staffed in this labor market is doing the one thing no competitor can copy with a marketing budget.

📍 Location: California
💰 Asking Price: $1,700,000
💼 EBITDA: $550,424
📊 Revenue: $1,692,569
📅 Established: 2019

💭 My 2 Cents: Americans now spend roughly $150 billion a year on their pets, and boarding and daycare are among the stickiest lines in that spend. The switching cost here is the dog itself, since an owner who has finally found a place their anxious animal tolerates is reluctant to start over somewhere else, which turns a first booking into years of repeat business. This operation runs on a semi-absentee owner model, held by investors now selling to return capital, with staff already handling the day-to-day operations. It also sits in a custom facility built for over $1 million, with the ventilation, soundproofing, indoor parks, and grooming salon a new entrant would burn years and heavy capital to match. The buildout only pays off if the lease protects it, and here it does, running through 2030 with two 5-year options behind it. The affluent clientele is the strength and the risk in one, so I'd want to understand how bookings hold up in a tech slowdown when this exact customer travels less (pull monthly numbers through 2022 and 2023 when layoffs and work-from-home peaked), how the revenue divides between recurring daycare and one-time boarding (which spikes around holidays and travel) and grooming, and what staff turnover looks like (since the trust that keeps a dog owner loyal belongs partly to the handlers who know that dog). The best part of buying a facility that's already full is that the hard work is done, and a buyer who inherits a waitlist gets to grow by raising prices instead of chasing new customers.

📍 Location: California
💰 Asking Price: $1,625,000
💼 EBITDA: $414,405
📊 Revenue: $2,911,700
📅 Established: 1983

💭 My 2 Cents: Parking is a service a hotel is glad to hand off and rarely takes back, and the reason is liability as much as parking. What a resort offloads to a valet company is the dented-guest-car claim, the slip-and-fall in the drive lane, and the workers' comp on the crew, most of it landing on the vendor's insurance, and once that headache is gone no operator volunteers to take it back. That is what turns a single win into years of steady, dependable revenue. This company has worked the Coachella Valley since 1983, running valet and parking for hotels, resorts, restaurants, and events across a desert economy built on hospitality. What I'd examine first is concentration, since a book anchored by a few big resorts is only as safe as its weakest relationship, so I'd want the accounts that drive the revenue, whether the work runs on signed contracts or handshake, and how long each has held. The desert calendar shapes the rest, since Coachella Valley demand swings hard by season, and the company already answers that with a workforce of roughly 400 seasonal contractors that expands for the winter and event season, then thins in the summer heat. What I'd test there is how easily that contractor pool refills each year, and how that crew is papered and insured, since the liability shield the hotels are paying for is only as strong as the coverage behind it. The quiet leverage in this trade is that the valet is the first and last person a guest meets, so a resort that trusts its vendor with that moment doesn't shop the contract over a few dollars an hour, and a company that has held this book for over 40 years has already proven it can be trusted with it.

📍 Location: New Jersey
💰 Asking Price: $2,200,000
💼 EBITDA: $473,859
📊 Revenue: $2,083,673
📅 Established: 1996

💭 My 2 Cents: The over-65 population is one of the fastest-growing age groups in the country, and adult day services sit right in the path of that wave, giving families a supervised place for an aging parent at a fraction of what a nursing home costs. That gap is also a quiet policy tailwind, since every senior a state keeps in a day program instead of a nursing bed saves Medicaid money, which is why the funding tends to favor centers like this one. This center has served that need for 30 years and is licensed for up to 80 people, a permit that takes months for a new entrant to get. No clinical training is needed to own it, since a trained care staff runs the floor. It also comes with 8 transport vehicles, the fleet that decides attendance since many clients cannot get there without a ride. The payer mix is where I'd start, since adult day centers often lean on Medicaid, and one that does lives and dies by the state reimbursement rate, so I'd want the Medicaid and private pay split and how a rate change would move the numbers. I'd also check the current census against that 80-person license, and since the real estate is leased rather than part of the sale, I'd pin down the term and renewal early. What a buyer really inherits after 30 years is the referral pipeline, the hospital discharge planners and social workers who send families here by habit, and that habit is the asset no new license can issue.