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: Massachusetts
💼 EBITDA: $450,000
📊 Revenue: $1,000,000
📅 Established: 2016

💭 My 2 Cents: Flag football is the fastest-growing youth sport in the country, with participation up more than 50% since 2020, and the tailwinds behind it are concrete. It makes its Olympic debut in Los Angeles in 2028, and the NFL just approved a professional league backed by tens of millions, both of which pull new families into youth programs every season. This Massachusetts operation has run since 2016 with just one full-time employee besides the owner, who runs it around a separate full-time job. Some locations run independently while others need the owner only quarterly for quality control, so the business is closer to absentee than most owner-founded programs get. The owner also built a proprietary live scorekeeping app that lets referees log plays while parents watch scores in real time, a retention tool most local leagues can't match. That said, there are no contracts and acquisition runs on word of mouth and referrals from coaches' families, so a buyer should understand how registrations rebook season to season. I'd also want to know how revenue splits between registration fees, sponsorships, and app income and how field and facility access works (who holds the permits with each town's parks & rec department and whether they're exclusive and renewable or exposed at the next RFP cycle). A business riding a sport this deep into a national growth curve, with an app and a semi-absentee structure in place, is positioned for a buyer to expand into new towns rather than rebuild what exists.

📍 Location: Illinois
💼 EBITDA: $400,000
📊 Revenue: $2,800,000
📅 Established: 1998

💭 My 2 Cents: Most commercial HVAC shops chase one-off service calls and installs, so revenue resets constantly and a buyer is underwriting demand that has to be won again every quarter. This Chicagoland operation runs the opposite model, with multi-year contracts across its entire customer base, which is contracted revenue a buyer can forecast. Commercial demand also swings less than residential, so the earnings hold up better through a downturn. The 28-year-old business runs with 10 W-2 employees, seven of them technicians, and the owner works in the field only about 10% of the time, so the technical delivery runs through the crew rather than the owner. His wife runs the office and would prefer to stay on for three to five years, which gives a buyer institutional continuity through transition. New business development has been limited to responding to public bids, meaning there's no dedicated sales function, no outbound prospecting into private commercial accounts, and no systematic push into adjacent markets or verticals. I'd want to understand the bid win rate, customer concentration across the contract base (and when the major contracts renew), and who actually holds the customer relationships and does the estimating/bidding. A commercial HVAC book running almost entirely on multi-year contracts with the owner already out of daily field work is the version buyers compete hardest for, and the untouched sales function is upside a buyer controls from day one.

📍 Location: South Carolina and North Carolina
💼 EBITDA: $3,780,000
📊 Revenue: $14,000,000
📅 Established: 2009

💭 My 2 Cents: Golf cart demand is replacement-driven, giving it a demand floor most big-ticket retail doesn't have. Communities and courses cycle their fleets on a schedule, and as new cart prices climb, buyers are shifting toward used and refurbished units, which is exactly where this operation is leaning in. This 17-year-old business runs eight locations across the Carolinas with 37 employees, each store carrying its own managers, mechanics, and drivers so the locations run as turnkey units. It's structured around four equal partners, three of whom work in the business handling accounting, warehouse and manufacturing, and store sales, which means a buyer is absorbing three operating roles at once and needs a plan for each seat before closing. New carts are the majority of revenue today, but the growing used and refurbished mix is more profitable per unit and carries a service and parts tail that adds recurring revenue on top of the sale. I'd want to understand the revenue and gross profit split across new, used, accessories, and service, how much of the eight-location footprint depends on any single store carrying the group, and whether the manufacturing and refurbishment operation is a genuine competitive edge or a fixed cost that would be cheaper to outsource. Eight locations already built out across two states is a footprint that would take a buyer years and significant capital to replicate from scratch, and the shift toward higher-value used inventory is a tailwind the current owners are only beginning to capture.

📍 Location: Virginia
💼 EBITDA: $450,000
📊 Revenue: $1,800,000
📅 Established: 1979

💭 My 2 Cents: The average vehicle on U.S. roads is now nearly 13 years old, and every year that figure climbs, independent repair shops capture more work as cars age out of dealer warranties and into the aftermarket. This shop has been building that book for 47 years, running with nine people including a shop foreman and a service manager already in place (far less dependent on the owner than the typical owner-operator garage). Marketing runs on word of mouth plus RepairPal for certain services, and the shop holds a strong Google rating that drives online visibility, so customer acquisition doesn't hinge on the owner's personal relationships. The owner and his wife handle operations and oversight, so a buyer needs to plan around two roles, though the management layer underneath softens that. I'd want to understand the revenue split between general repair, specialty work, and any RepairPal-driven services, along with average repair order value and car count trends over the last 3-5 years to see whether revenue growth is coming from more customers or just higher prices, and what the equipment and diagnostic technology picture looks like as vehicles get more electronic and EVs and hybrids enter the independent repair pool. A 47-year shop with a service manager, a foreman, and an established review base is rare in a category where most shops live and die by the owner standing at the counter.

📍 Location: New York
💼 EBITDA: $800,000
📊 Revenue: $2,000,000
📅 Established: 2009

💭 My 2 Cents: Family entertainment centers earn their keep on a simple advantage, which is that a single visit gets monetized across admission, games, food, and parties rather than one ticket at the door. This Upstate New York operation has been running that model since 2009, and the multiple revenue lines working together is what separates a durable center from one leaning on a single attraction. The indoor format is weatherproof, so it keeps families coming through Upstate New York winters when outdoor options disappear, and it runs on an internal database of 18,000 to 19,000 customers for email and text marketing, a direct-to-customer channel most local venues never build. That seasonality shows up in staffing too, with headcount running around 26 in the off-season and climbing to about 35 during Christmas and peak summer, so a buyer should understand labor costs as a seasonal curve rather than a flat number. The catch is that this is a family business with the owner, his wife, and their daughter all actively involved, so a buyer is potentially backfilling three roles at once and needs to map exactly what each person does before closing. I'd want to understand the revenue split across the different lines of business, how much of the attraction equipment is nearing the end of its useful life (since this is a capital-intensive format), and which family member roles are harder to replace because they carry vendor relationships, party-booking sales, or institutional knowledge of the equipment. A weatherproof entertainment business with a marketing database this size is worth owning, but the family-run structure means figuring out the transition plan early, before getting deep into diligence on everything else.