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.

1/ Medical Billing and Orthotics Business

📍 Location: Indiana
💼 EBITDA: $450,000
📊 Revenue: $1,200,000
📅 Established: 1988

💭 My 2 Cents: Medical billing and custom orthotics don't usually live under the same roof, but this company built the billing operation around the reimbursement complexity of its own orthotics business, and that's exactly what makes the expertise hard to replicate. The current owners acquired it three years ago and run it part-time while keeping full-time jobs, which tells me the operation doesn't need constant hands-on attention. A certified orthotic fitter with 22 years of tenure is a standout, since that kind of institutional knowledge in a healthcare setting is incredibly hard to replace. They've also recently landed an IU Health hospital system contract and expanded into independent contractor relationships in Atlanta and Northern Kentucky, which signals the growth runway is already being tested. I'd want to understand what percentage of revenue comes from insurance billing versus direct orthotics sales, how dependent the IU Health contract is on specific credentialing tied to current staff, and what the Medicaid network expansion into surrounding states would actually require in terms of licensing and compliance. A buyer willing to be more hands-on than the current part-time owners could expand the billing client base and push harder on the hospital system relationships that are just getting started.

2/ Boat Dealership, Service, and Winterization Business

📍 Location: Massachusetts
💼 EBITDA: $600,000
📊 Revenue: $2,000,000
📅 Established: 2003

💭 My 2 Cents: Boat dealerships live and die by local reputation, and this one has spent over 20 years becoming the go-to name in its market while three nearby competitors are all falling apart. One can't sell due to contaminated land, another went bankrupt last year, and a third is heading toward the same fate, which means this business is positioned to absorb significant market share without spending a dime on customer acquisition. The winterization and service side of the business is worth paying attention to because it generates revenue year-round in a seasonal industry, smoothing out what would otherwise be a lumpy cash flow cycle. I'd want to understand the revenue split between new boat sales, used boats, and service/winterization work, what the parts and inventory carrying costs look like, and whether the facility's land and condition could support taking on an additional brand or product line. The owner is heavily involved in day-to-day operations, so a buyer would need to either step in or build a management layer, but the competitive window created by three struggling rivals won't stay open forever.

3/ Construction, Roofing, and Remodeling Business

📍 Location: North Carolina
💼 EBITDA: $800,000
📊 Revenue: $3,200,000
📅 Established: 2021

💭 My 2 Cents: Getting to $3.2M in revenue in just four years in the Raleigh market tells me the majority owner knows how to sell, and the deal structure here confirms it: the minority partner (25%) wants out, while the majority owner (75%) plans to stay on, retain a stake, and keep driving sales. That's a meaningful signal because you're not buying a business and hoping the revenue sticks around; the person responsible for generating it is staying. The all-subcontractor labor model keeps the overhead flexible and avoids the headaches of managing W-2 crews, though it also means margins are tied to sub availability and pricing in a hot construction market. I'd want to understand how the 75/25 ownership split affects decision-making post-close, what the subcontractor bench looks like and whether key subs are committed or shared across competitors, and how much of the pipeline is roofing (often insurance-driven) versus remodeling (typically homeowner-driven). For a buyer looking to partner with an operator rather than replace one, this structure is worth a close look, but making sure the legal terms around the majority owner's continued involvement are airtight will be everything.

4/ Wholesale Fruit and Vegetable Distributor

📍 Location: New York
💼 EBITDA: $700,000
📊 Revenue: $8,000,000
📅 Established: 2021

💭 My 2 Cents: Wholesale produce distribution is a grind that most buyers overlook, but when someone cracks the institutional sales channel in a region, the repeat purchase cycle becomes the engine. This business bids weekly for institutional contracts with no long-term formal agreements, but relationships dating back years and heavy repeat business tell me the customer loyalty here functions like a contract even if nothing is signed. With 10 employees and the owner personally handling all buying, partial selling, AR, and AP, the operation is lean but heavily owner-dependent. I'd want to understand spoilage and waste rates (the silent margin killer in produce distribution), how the weekly bidding model holds up when competitors undercut on price, and what the delivery radius and logistics setup look like since cold chain reliability is make-or-break in perishables. A buyer with distribution or food service experience could likely tighten operations in ways the current owner, who's preparing to retire at 70, may not be prioritizing anymore.

5/ Pool Construction and Hardscaping Business

📍 Location: Alabama
💼 EBITDA: $600,000
📊 Revenue: $2,000,000
📅 Established: 2012

💭 My 2 Cents: Pool construction along the Gulf Coast is project-driven, but the combination of a long building season and steady residential demand across four Sun Belt states (Mississippi, Alabama, West Florida, and Tennessee) makes the revenue pattern more predictable than the industry's reputation suggests. A crew of roughly 30 field employees is a meaningful operation for a pool builder and tells me this isn't a one-truck outfit picking up weekend projects. The work comes primarily through general contractors and referrals, which keeps marketing costs near zero. That said, the owner is deeply embedded in nearly every function: admin, sales, finance, customer meetings, job site inspections, and material logistics. That level of involvement is the single biggest risk factor here because replacing all of those roles will take more than one hire and will compress margins during the transition. I'd want to understand the average project backlog, how GC relationships are documented and whether they'd survive an ownership change, and what the seasonal revenue pattern looks like across the four-state territory. A buyer who can install a project manager and office admin quickly would free up significant capacity that's currently bottlenecked at the owner.