New Off-Market Businesses For Sale

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NEW OFF-MARKET DEALS

These deals span the country. For custom-sourced deals in your area, click here.

📍 Location: Oklahoma
💼 EBITDA: $600,000
📊 Revenue: $3,000,000
📅 Established: 2014

💭 My 2 Cents: Making tornado shelters and septic systems under one roof looks like two businesses stapled together, but both products come off the same precast concrete and steel fabrication line, and both go into the ground with the same heavy trucks. The pairing also smooths demand, since storm shelter sales spike after every bad tornado season while septic work tracks rural construction and replacement cycles, so the shop stays busy when one line goes quiet. Sales run almost entirely on word of mouth, with government agencies layered on as a second buyer type most small fabricators never get in front of. Agencies buy through procurement, not friendship, but a guy who has sold to the same counties for decades knows when the RFPs are coming and gets the call on small purchases that never go to bid, and that is what walks out the door with him. This owner is the central risk in the deal, not the fabrication process, and a buyer should structure the transition window around his government introductions, holding back meaningful consideration until they happen. The revenue split between the two lines matters too, along with whether the contracts noted are recurring service agreements or one-time installs. What a buyer is really underwriting here is geography: in the heart of tornado alley, a storm shelter is closer to standard equipment than a luxury. Oklahoma's rebate program is a lottery with a years-long backlog, which tells you most of these units sell at full price without a subsidy. The demand is structural, it just arrives in waves, and that is exactly what the septic line is there to smooth out.

📍 Location: Texas
💼 EBITDA: $910,000
📊 Revenue: $7,000,000
📅 Established: 1998

💭 My 2 Cents: An owner who wants to sell this shop so he can go build a franchise instead of running it is telling you something useful: he believes the model can be repeated. This 28-year-old operation has scaled to 50 to 60 employees across multiple locations, with a team leader running each site while the owner works one level up on hiring, marketing, and strategy. That said, good technicians are the scarcest resource in auto repair, and the owner personally owns that capability, which makes his seat harder to fill than the org chart suggests. Customer acquisition runs on paid advertising, which is standard for a multi-location shop, but ads only answer how new customers arrive, not why they come back. I would ask whether there is a warranty program, a maintenance plan, or anything structured that brings retail customers back on their own, and whether the shop holds any fleet or commercial accounts, since fleet work is repeat revenue in contract form. The question the franchise story does not answer is why he is selling the proof of concept, since a franchisor's best sales tool is a thriving flagship. Maybe the answer is capital, and there is a clean way to find out: ask him to hold a meaningful note. A seller who believes the model repeats should have no trouble betting on the one location where it already has.

📍 Location: Texas
💼 EBITDA: $500,000
📊 Revenue: $2,000,000
📅 Established: 1946

💭 My 2 Cents: A print shop still standing since 1946 is rare on its own, and this one comes bundled with a sign shop the current owner folded in more recently in 2022. Print and sign shops share customers and equipment often enough that the industry routinely runs them as one operation, but this owner never got there: the only place these two touch is a single delivery driver who works across both locations. That is the upside hiding in this deal, since a buyer inherits two client bases that have never been sold to each other, and pushing signs to print customers is the kind of growth that requires no new equipment and no new marketing spend. Unfortunately the manager of the sign shop recently left and the owner is filling the seat himself, so I'd want to structure the deal in a way that ties the seller to training a permanent replacement. I would also ask whether the sign shop installs or only fabricates (installation is where signage margin lives), get the equipment list with ages on both sides (deferred capex is a second purchase price hiding in the machines), and ask about the product mix, since general commercial printing work is shrinking while wide-format and labels are growing. Everyone will read this as a print shop with a sign shop attached, because print is the old, big, storied side. But print is the declining industry and signage is the healthier one, so the forward-looking read is the opposite: the sign shop is the business, and the print shop is an 80-year-old customer acquisition machine feeding it.

📍 Location: California
💼 EBITDA: $400,000
📊 Revenue: $3,000,000
📅 Established: 2017

💭 My 2 Cents: California has set a target of 6 million heat pumps installed by 2030 and is putting subsidy money behind electrification and efficiency retrofits, which is exactly the work this company already sells. The catch is that it owns the demand and rents the delivery. It carries 60 active HVAC service contracts sitting on a payroll of five that does almost none of the field work, with all delivery running through two licensed subcontractors. Subbing out installs is normal in this trade, and California does exempt licensed construction subs from its strict contractor classification test, but only if the boxes are checked: written agreements, separate operations, other clients, their own insurance. Since they spend $5,000-$10,000 per month in digital advertising, ask for cost per booked job and what share of revenue comes from paid leads versus repeat and referral customers. I'd also want the revenue split between HVAC and window installation, because window work is one-time by definition. The margin already tells you what the sub model costs: $400K on $3M is what paying retail for labor looks like. Whoever buys this decides what the next buyer pays. Purchased as-is, it exits as-is: a middleman with a thin multiple. Add two employed techs and a qualifying license, and the same 60 contracts get repriced as a real contractor at exit.

📍 Location: Remote
💼 EBITDA: $300,000
📊 Revenue: $1,000,000
📅 Established: 2005

💭 My 2 Cents: This company doesn't own a single one of the exotic cars it rents out. Owners hand over vehicles they're tired of watching depreciate, the platform turns each one into a subscription product, and the depreciation stays on someone else's balance sheet. The detail worth pausing on is the payment structure. Owners get a percentage of revenue plus a fixed monthly payment, and a fixed payment is a promise that doesn't care whether the car rented that month. If those payments are guaranteed, this asset-light model is quietly carrying lease-style obligations, so the first question is what the fleet owes owners in a slow quarter. I'd also want to understand who is liable and whose policy pays first when a subscriber damages a car that belongs to someone else. The retention logic, at least, takes care of itself: subscribers are paying for rotation through a fleet, not access to a car, so no single owner can offer them what the platform does. 21 years in, the two founders aren't looking for a clean exit. They want a partner to fund more marketing and more vehicles, which is telling, because growth to date has been deliberately referral-driven with barely any paid spend. For a buyer with a growth marketing background, that's the draw: the supply engine, the owner relationships, and two decades of brand are already built, and the one untested lever is the exact skill they'd bring.