New Deals: Two-site express car wash with real estate, absentee-run trampoline park, and 3 other finds...

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NEW DEALS

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📍 Location: Utah
💰 Asking Price: $10,000,000
💼 EBITDA: $693,123
📊 Revenue: $1,496,880
📅 Established: 2009

💭 My 2 Cents: In a snow state, winter tends to be a car wash's busiest season, because road salt eats at a car's underside and Utah's highway crews spread roughly 236,000 tons of it each year. A driver rinsing that off every week or two is the ideal customer for an unlimited monthly plan: one price, wash as often as you like. This company runs two express exterior tunnels, where the car rides a conveyor through the wash and out through the dryers, on land it owns, and both sell those plans. Two layers of management are already in place, an on-site leader at each location and a site manager over both. The owner is selling to retire, and the sale carries $8 million of real estate and $1.6 million of tunnel equipment and fixtures. That said, I'd want revenue and member count for each site, with the year each opened. The conveyor and dryers are the next thing I'd check, because the frames around them last for decades while those two parts wear out, so when each was last replaced tells you what the next few years of capex look like. Importantly, Utah cities have begun pausing new car washes as they’re worried about water use and how many car washes already exist, so a buyer here is stepping into two tunnels a competitor would have a harder time building across the street.

📍 Location: Texas
💰 Asking Price: $2,310,000
💼 EBITDA: $628,923
📊 Revenue: $2,542,333
📅 Established: N/A

💭 My 2 Cents: A trampoline park pays the same rent whether ten kids are jumping or a hundred, and the hundredth jumper uses up a wristband, grip socks and a share of staff already on the clock. This park runs under a franchise that takes 6% of gross sales plus 2% for the brand fund, and the owner runs it absentee with a trained team and no single person the business depends on. The core attraction brings in 42% of revenue, events and parties 20%, and memberships, retail and food the other 38%. Those lines behave nothing alike: a walk-up admission follows the weather and the school calendar, while a party is booked ahead and a membership bills whether anyone jumps or not. That said, the first thing I'd ask for is the deferred revenue on the books, since a party deposit and a prepaid membership month are cash collected for jumping that has not happened yet. The seller owns the building and will lease it at $34,000 a month, but I'd want to know whether the earnings already include that rent. I'd also want the share of repeat visitors holding a membership, since a healthy park runs 8 to 15% and it is the growth lever here that needs no new equipment. What’s interesting is opening a new park under one of the big trampoline franchises runs $1.6 to $3 million before the first jumper walks in, and this one is already open and earning.

📍 Location: New Jersey
💰 Asking Price: $2,400,000
💼 EBITDA: $931,094
📊 Revenue: $2,362,437
📅 Established: n/a

💭 My 2 Cents: About 1 in 60 insured homes files a water or freezing claim every year. A restoration company is what shows up after the pipe bursts: crews pull the water out, dry the walls and floors with fans and dehumidifiers, and rebuild what had to be cut away, with an insurance carrier usually paying. This company handles water, fire, mold and odor jobs for homes and businesses, alongside a line of recurring residential and specialty services, with an experienced management team in place. The recurring line is where I'd start, specifically its share of revenue, since the rest of this business waits for something to break and that line is the only part that shows up in a quiet year. I'd also look into the receivables aging, which shows how long the carriers take to pay, since insurance work commonly collects a month or two after the adjuster signs off, and that gap is cash a buyer funds on top of the price. Then how much of the work arrives through a carrier program rather than direct, since program work comes with the price already set in the carrier's software. Private equity firms have taken stakes in at least 49 restoration companies since September 2023, and the platforms they built are still adding regional firms, so a buyer who grows this one is building toward a sale with an active pool of bidders.

📍 Location: California
💰 Asking Price: $1,350,000
💼 EBITDA: $350,000
📊 Revenue: $1,000,000
📅 Established: 2009

💭 My 2 Cents: Most cars at the biggest wholesale auction company now sell to a dealer bidding online, often from hundreds of miles away, and those cars still have to be loaded onto a truck and driven to the dealer who bought them from a screen. This company does that hauling for dealerships and auction houses with three trucks that carry nine cars each plus a service truck, and $750,000 of equipment, which covers more than half the asking price. Its routes run up and down the West Coast, with most of the work in Northern California. The owner works in the business full time today but is willing to stay on for up to four years in a dispatch role, carrying the dealer and auction relationships through the handoff. The first thing I'd dig into is what share of the miles run empty, since a car hauler earns on the cars in the rack and a truck coming back with nothing in it costs the same fuel and the same driver. Then the share of loads that come straight from dealers and auctions versus loads picked up from brokers, since a direct load pays the carrier the full rate while a brokered one arrives with the broker's cut taken out. The good news is that lease returns are climbing through 2027, and a leased car the dealer doesn't buy out gets sold at auction, so more returned leases mean more cars needing a ride.

📍 Location: New Jersey
💰 Asking Price: $970,000
💼 EBITDA: $430,000
📊 Revenue: $550,000
📅 Established: 100+ years ago

💭 My 2 Cents: When a bank lends against machinery, it wants to know what the equipment would bring in a quick sale. When the loan goes bad, someone has to hold that sale. This firm does both, and its revenue splits evenly between them: appraisals get ordered while lenders are writing loans and watching them, auctions when those loans stop working. Right now it is the auction side's turn, with commercial bankruptcy filings up 13% in the first half of 2026 and small business filings up 50%. An appraisal is a fee for a report, while an auction is a commission on what the equipment brings, so a bad cycle pays better than a good one. This is not its first downturn though. For over a century it has worked both sides for lenders, attorneys and government agencies. The principals still run it day to day with one full-time employee, and they're retiring with no family member to take over. Every appraisal report carries the signed certification of the appraiser who did it, so I'd want the names on today's reports and the lenders keeping it on their list. The contact list of nearly 30,000 is also worth breaking down by how many bid or bought last year. What's great about this model is that the auction half gets paid almost immediately: winning bidders pay within days and the firm takes its commission before the seller sees any, so there is nothing to chase.