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: Texas
💼 EBITDA: $1,520,000
📊 Revenue: $3,900,000
📅 Established: 1980

💭 My 2 Cents: A fireplace is one of the few things a homeowner buys where the manufacturer asks for a service visit every year to keep the warranty alive. No one gets fined for skipping it, but it gives a dealer a reason to call every customer it has installed for, so every install is a service customer this company already knows how to reach. This one sells, installs and services, with builder relationships that go back decades in the state with the newest housing stock in the country. It sells to homeowners directly too, through television, its website and a full-time employee running social media advertising. Around 20 people run it, it carries about $450,000 of inventory, and the owner is down to overseeing the financial decisions. I'd start with the revenue split across product, installation and service, and what share of past installs actually books that annual visit, since a high share would be the strongest thing in this business. I'd also want the builder share and how that work is won. And I'd want inventory turns against the $450,000 on the floor, since a unit that does not move this winter waits a year for its next season. The current owner bought this in 2007, so it has already survived one change of hands, which is more proof of transferability than most sellers offer.

📍 Location: Massachusetts
💼 EBITDA: $500,000
📊 Revenue: $2,000,000
📅 Established: 2012

💭 My 2 Cents: Contractors keep shifting from owning machines to renting them: rental companies now hold a record share of the construction fleet, and construction spending is running 3.5% below last year while rental revenue grows. A general yard aims to bill 55 to 65 cents a year for every dollar of machine on its lot, so it pays for itself in under two years. Here that yard sits beside a lumber counter, two separate companies that can be bought together or apart. The case for together is that the contractor buying studs is the contractor who needs the lift. The lumber side is repeat business by nature but high-volume and low-profit, running about a 23% gross margin. Store managers run the lumber and hardware side while a separate manager runs the rental division, which allows the owner to spend most of his time on his other businesses. I'd want the fleet list with each machine's purchase year, last year's rental revenue, and what it would cost to replace today, since these machines were bought before equipment prices jumped and the next one costs far more. Then the repair spend, and whether a mechanic is on payroll or a dealer does the work. Then the customer lists from both counters, to see whether that overlap is real. Either way, the fleet is the forgiving part: a compact machine coming off rent at eight years old still sells for half what it cost.

📍 Location: North Carolina
💼 EBITDA: $350,000
📊 Revenue: $4,300,000
📅 Established: 2017

💭 My 2 Cents: Much of the furniture sitting on an American showroom floor arrived from overseas, which is why a 25% duty on imported upholstered furniture affects nearly every store. It has run since last October and rises to 30% in January 2027, so the pressure is still building. A store in North Carolina has an option most do not. The state is still a center of American upholstery making, and its factories have spent the past year fielding calls from buyers who used to import. This one runs three stores, and the owner has already moved abroad. The original opened in 2017, another is two years old, and the newest is one. Each store on its own line, with revenue, profit and the month it opened, is where I'd begin, since a store with nine years of customers and a store with one are not the same business. The sourcing mix comes next: how much of the floor is imported upholstery exposed to that duty, and how much comes from a factory a truck could reach in a day. Delivery is the third thing, meaning whether the three share a warehouse and a fleet or each run their own, since they sit as much as 90 minutes apart and that is where a third store either buys scale or adds a truck. An agency already handles half the advertising budget and is set to take the rest, so a buyer is walking into a handoff that started before the deal did.

📍 Location: Michigan
💼 EBITDA: $680,000
📊 Revenue: $3,200,000
📅 Established: 1974

💭 My 2 Cents: Michigan sells more public golf than any state in the country. It had 748 public courses at the start of 2026, more than the entire golf supply of 45 other states, so a golfer there is never short of somewhere else to play, and the tee time itself is the easiest thing a course sells for a competitor to match. This one keeps 50 to 55 people on through a Michigan winter, rising to 70 in summer, which tells you the golf is only part of what it sells. It has been open since 1974, and a superintendent and a general manager already run it day to day. Revenue by golf, food and beverage, events and lodging tells you most of what there is to know here, because a property selling weddings and banquets in February is a different business from one selling tee times in July. The irrigation system is the line I'd want dated, meaning when it went in and what has been replaced since, since golf architects put a system's useful life at 10 to 30 years and past about 25 the breakdowns start and the parts get hard to find. And I'd ask what this course spends per round on maintenance, because daily-fee operations generally run $13 to $17 and that money goes out whether 40 golfers show up or 100. Growth on a property like this is a booked February rather than a busier July, which makes it a business for a buyer who can sell an event rather than a round.

📍 Location: Ohio
💼 EBITDA: $1,000,000
📊 Revenue: $10,000,000
📅 Established: 2007

💭 My 2 Cents: Farm retail is a volume trade. The tickets are large, the markup on each one is thin, and a small crew can push an enormous amount of product out the door, which is why revenue on a business like this dwarfs the payroll behind it. This one does roughly $1.7 million of revenue per employee across six people, two in the office and four in the shop, and it has served the same farm country since 2007 on word of mouth and local reputation, with the owner still working alongside the team. The first thing I'd ask for is revenue and gross profit by product line, because agricultural retail covers everything from seed and fertilizer to parts and repair work and those lines earn at completely different rates. Then how the money moves through a year: growers commonly prepay in the fall for inputs they will not touch until spring, partly to take the deduction in the current tax year, so I'd want to see what share of the cash sitting here at a closing is customer prepay rather than the company's own money. And the four people in the shop are worth pinning down, since repair work tends to hold up better than a big-ticket sale in a year when a crop does not pencil. Net farm income is forecast at $158.4 billion this year, down about 5.5% after inflation, while farm production expenses run to a record $492.8 billion, and a buyer here is paid out of the second number rather than the first.