New Deals: An indoor pickleball and tennis club with real estate, national youth sports organization, and 3 other finds...

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NEW DEALS

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📍 Location: Washington State
💰 Asking Price: $1,700,000
💼 EBITDA: $600,000
📊 Revenue: $1,175,000
📅 Established: 10+ years ago

💭 My 2 Cents: The hardest part of running a commercial cleaning company is keeping the crew, not keeping the customers. Most operators lose under 10% of their accounts in a year, while the hourly workforce turns over about twice, so the operator who can hold a crew together is the one whose buildings never notice. This company has worked for decades across office buildings, condominium common areas, construction cleanup and restoration, and the crew is 12 to 13 full-time people who have been there for years. The owner is handling oversight, scheduling, invoicing and the bidding on new work. That said, I'd ask what training and written procedures exist, since growing this business means putting new people into buildings without the quality dropping. I'd also want the split between the recurring commercial accounts and the construction cleanup, since cleanup is project work that does not repeat and can be cyclical. And I'd want to know how many of the accounts came through the same property management firm, since buildings that arrived together can leave together. Operating in Washington has an advantage most states don't offer: it bills workers' comp for this trade by the hour worked rather than as a share of payroll, about $1.68 an hour in 2026, so a buyer can raise wages without adding a dollar of premium, which is a lever most trades don't have.

📍 Location: Kansas
💰 Asking Price: $3,200,000
💼 EBITDA: $503,940
📊 Revenue: $2,388,710
📅 Established: N/A

💭 My 2 Cents: Spending per child in youth sports is up 46% in five years, because the same kid now plays year round and on more than one team. The organizations sitting above all those clubs run an unusual model, and a very good one: they sell a membership to every player, coach and official, while the clubs supply the fields, the coaches and the players. So every extra team a kid joins is another membership. Every affiliated program runs its own local season pointing at the same national championship, which this one stages itself, so unlike a single location it gets bigger every time another club signs up. This one has built a national network of affiliated programs, plus certification courses for coaches and officials. Three full-time staff and two contractors run all of it, at roughly $478,000 of revenue a head, with no fields and no buildings. The first document I'd pull is the fee schedule: what a player pays, what a coach or official pays, and what is left after insurance. Then last season's renewal list, program by program, with the ones that did not come back. Then the events separated from the memberships, since membership money arrives whether or not anyone travels, while an event has to be booked, staffed and filled. What a club cannot replace by leaving is the end of its season: insurance and a rulebook can be bought anywhere, but a national championship its own players qualify for cannot.

📍 Location: Michigan
💰 Asking Price: $4,500,000
💼 EBITDA: $488,068
📊 Revenue: $1,501,306
📅 Established: 1998

💭 My 2 Cents: Pickleball went from about 4.2 million American players in 2020 to 24.3 million in 2025, and the hard part of serving them is the building: indoor court space runs $210 to $425 a square foot to construct, so new supply arrives slowly. A club sells the same floor over and over, hour by hour, and in a Michigan winter there is nowhere else for those players to go. This club has run since 1998, with 8 indoor tennis courts and 8 indoor pickleball courts under 87,500 square feet of climate-controlled roof. The asking price looks high until you notice it includes the property valued at $3.5 million. The revenue mix tells you the most: memberships, hourly court rental and programming like leagues and lessons, since programming is what fills the hours nobody books on their own. Utilization comes next, and I'd want it split by sport as well as by hour, since which side is filling decides what the floor should be. Then the building itself, meaning what it costs to heat through a Michigan winter and when the courts were last resurfaced, since acrylic needs redoing every four to eight years at $1.50 to $4 a square foot. Four pickleball courts fit in the footprint of one tennis court, so the most valuable thing a buyer owns here may be the option to change what the floor is used for.

📍 Location: Indiana
💰 Asking Price: $1,750,000
💼 EBITDA: $513,325
📊 Revenue: $3,100,000
📅 Established: 1976

💭 My 2 Cents: A boat spends about five months in the water and seven somewhere else, and the somewhere else is where a marina makes its steadiest money. Slip rent and winter storage bill the same in a slow year as a good one, and once the building is up they cost very little to deliver. This company has run since 1976, with nine full-time people handling sales, service, and storage in house, across more than 14 acres and 49,000 square feet of buildings. It is one of only two marinas in its county. I'd want the revenue split first, because boat sales, service and storage behave nothing alike: new powerboat sales fell 8.8% over the twelve months to February and pontoons fell 12.5%, while a storage bill goes out whether anyone bought a boat that year or not. I'd also want to know how many slips and indoor spaces exist and how many are already committed for next season. And I'd want the ground lease read closely, since the land is appraised separately and does not come with the business, so how long it runs, what the rent does over that time and whether the seller is the landlord decides what a buyer actually controls. A competitor is hard to build here: putting new docks in navigable water needs a federal permit from the Army Corps of Engineers, and state and local approvals come after that.

📍 Location: Colorado
💰 Asking Price: $5,000,000
💼 EBITDA: $872,481
📊 Revenue: $4,606,604
📅 Established: 2005

💭 My 2 Cents: A tented wedding is two businesses stacked together: somebody rents out the tent, the tables and the linens, and somebody else sends a crew to put it up and take it down three days later. This company does both in a Colorado resort market, and the setup work is 70% of what it earns. It has run since 2005, with tenured managers over the warehouse, the tents and operations, and a crew that scales from 22 year-round people to 60 at peak with most of the seasonal staff coming back each year. The owner is still in it full time on top of all that. The margin comparison between the renting half and the setup half matters most here, since one is an asset earning its keep and the other is a payroll line rehired every May. How much of next season is already on the calendar comes next, since weddings book a year or more ahead and next summer is largely spoken for by now. I'd also want to know how far the crews already travel, since expanding the service area is the growth opportunity here. Worth noting: the seasonality looks worse on a calendar than it does in the bank: this type of business collects about half the money at booking, and weddings book a year out, so the winter is spent banking next summer's deposits.