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: Missouri
💼 EBITDA: $1,200,000
📊 Revenue: $20,000,000
📅 Established: 2012

💭 My 2 Cents: When a community pharmacy closes, its patients still need their prescriptions, so they move to the closest one still open, which often buys the closed store’s files too. Missouri keeps losing pharmacies, mostly over how little insurers pay per prescription, and has two counties with none and 16 with only one. This group owns four pharmacies that are still open, which is the position to be in: each prescription earns a thin margin, so the stores left standing make it up on volume. After about 12 years running the stores hands on, the owner now supervises, checking in with team leaders two to three times a week. That said, I’d want to know who holds the pharmacist-in-charge seat at each store (the licensed pharmacist Missouri makes responsible for each pharmacy) and for how long, since those four pharmacists keep each permit in good standing. Prescription counts by store for the last three years come next, to see whether patients from closed pharmacies are finding these four. I’d also check how much of each store’s volume is the 10 drugs Medicare negotiated lower prices on in January, like Eliquis and Jardiance. The pharmacy is paid that lower price at the counter, then waits weeks for the manufacturer’s refund, and 15 more drugs join in January 2027. The good news is that Missouri doesn’t require the owner to be a pharmacist as long as each store has one in that seat, so a buyer doesn’t need a pharmacy degree to own all four.

📍 Location: Multiple States
💼 EBITDA: $4,000,000
📊 Revenue: $60,000,000
📅 Established: 2014

💭 My 2 Cents: Companies add temp workers back early when business picks up, and that turn just came: temp employment grew year over year this summer for the first time since 2022. A staffing firm puts its own workers on a client’s job, bills the client by the hour, and keeps the difference between that rate and what it pays the worker. This firm places workers across eight states, and its internal staff of 47 brings in new business through its own marketing, sales, and business development. The owner is still actively involved and looking to retire. The mix of industries it serves matters most here, because that decides how hard a slowdown hits this firm’s hours and how quickly they come back. In Illinois and New Jersey the type of role matters too, since both states now require temps in blue-collar work like warehousing to be paid what the client’s own comparable employees earn, which narrows the firm’s cut unless the bill rate rises. Then how long its clients take to pay, since temps usually get paid every week or two, and that gap is cash a buyer puts up for each new account. And hours billed to the biggest clients by year, since a client that stays but orders fewer workers shrinks revenue without ever counting as a lost account. Set those aside and the timing works in a buyer’s favor: temp employment is still about 21% below its 2022 peak, so this would be buying near the bottom of the cycle rather than the top.

📍 Location: Kentucky
💼 EBITDA: $950,000
📊 Revenue: $2,000,000
📅 Established: 1995

💭 My 2 Cents: Insurers and the businesses they cover both have more reason to prevent slip-and-fall claims now, since injury claims pushed the average general liability claim up about 45% from 2020 to 2024, to roughly $101,000. This company applies products that make floors less slippery when wet, and all of its work comes in as referrals from insurance brokers, defense attorneys, and risk management groups, the people closest to those claims. Interestingly, a business being sued over a fall can still treat its floor, since the law generally won’t let that fix be used as proof it was at fault, which is why defense attorneys send this company work. It has 17 employees and sends in-house supervisors and technicians to oversee subcontracted installers in different regions rather than keeping a crew in each. The former CEO has retired, and the owner, who serves as COO, is looking to retire too. I'd begin by counting how many clients treated three or more years ago still buy products or renewal service, since a treatment lasts three years and that share turns project work into repeat revenue. From there, I'd want to know how many brokers, attorneys, and risk managers send work and how many deal with the owner directly, which shows how much of the pipeline needs introducing to a buyer. Behind that renewal number is the warranty, since a client who walks away from the products and renewal service loses that coverage and would likely have to pay for a new treatment elsewhere to get it back.

📍 Location: Massachusetts
💼 EBITDA: $700,000
📊 Revenue: $5,300,000
📅 Established: 2022

💭 My 2 Cents: Fence work is sold one project at a time, so a fence company lives on new leads, and in a trade of more than 25,000 mostly small local shops with no dominant national name, a national brand is something most competitors don’t have. This company is a franchise of one of the country’s largest fence installation brands and holds that network’s largest territory, covering parts of Massachusetts and New Hampshire, which means more homes to sell to before needing a second territory. The owner works as operations manager alongside four salesmen, one operations person, three warehouse staff and three offshore back-office staff. While it’s only about four years old, it grew 100% last year and has more than 300 five-star Google reviews. The first thing I dig into is where the leads come from and what each one costs, split between the franchise’s brand and the company’s own advertising, which shows what it takes to keep that growth going. Then the installers: none appear on the team, so I’d want to know how many crews do the installs, whether they’re subcontractors, how long each has stayed, and whether they also work for competitors, since next year’s expected 50% growth depends on crews who may be free to work elsewhere. The exit is worth a thought too: private equity has started buying fence companies, so a buyer who keeps this territory growing has a likely set of bidders later.

📍 Location: New York
💼 EBITDA: $750,000
📊 Revenue: $3,000,000
📅 Established: 1991

💭 My 2 Cents: Graphics equipment is a steady business rather than a fast-growth one: one industry analyst puts demand for wide-format printing at 3 to 5% growth a year, and shops are keeping their machines longer, which shifts a dealer’s money toward supplies and service. Makers sell mostly through dealers, since someone nearby has to install each machine, connect it to the shop’s software, and fix it when it stops. This company has done that work since 1991, with two service technicians who handle the installs, integrations, and technical support, backed by an office manager and warehouse staff. The owner is still actively involved, mostly in the sales process, and marketing runs through a website, email blasts, and eBay ads. The first thing I’d want to know is how close the two technicians are to retirement and whether they plan to stay through a sale, since every install, integration and service call runs through them. Then which brands it holds exclusive rights to sell and over what territory, with revenue broken out by brand and by machines, supplies and service. And I’d want to know how much revenue the owner sells personally versus what reorders on its own through the website and emails, since that self-serve share is most likely to hold up through a handoff. The eBay ads are the piece I’d build on, since they already reach buyers across the country, giving a new owner a way to grow past New York without a second location.