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: Utah
💼 EBITDA: $3,000,000
📊 Revenue: $10,000,000
📅 Established: 2018

💭 My 2 Cents: Federal broadband funding through the BEAD Program is pushing billions into rural fiber deployment across the Mountain West, and AI data center buildouts are accelerating demand for the underlying fiber and conduit infrastructure that feeds them. Tech giants are racing to wire this region, and someone has to do the ground work. This Utah-based contractor is well-positioned to capture it. Starting as a single-state operation, it has expanded into Colorado, Idaho, Montana, and Wyoming, and done it without a single subcontractor. Running 30 in-house employees with zero subs is uncommon in construction, and it gives a buyer direct control over workforce quality and scheduling from day one. The company currently doesn't actively seek new clients, which means demand from its existing base has been enough to keep 30 people fully deployed. Owner dependency is the real diligence question, but it's a manageable one at this EBITDA. At $3M, there's room to hire without meaningfully denting returns, and doing so would unlock the growth the current owner is clearly leaving on the table. What I'd want to understand first: how concentrated is the client base, and is the multi-state expansion following one primary client or genuinely building new relationships in each market?

📍 Location: Connecticut
💼 EBITDA: $660,000
📊 Revenue: $4,000,000
📅 Established: 1985

💭 My 2 Cents: Delis are one of the few food concepts where loyalty is genuinely sticky. People don't just have a favorite deli, they have their deli, and they'll drive past three competitors to get there. Forty years of word-of-mouth in a single community built this into a two-location operation with 45 employees, and the owner has already stepped back from front-end work. The seller is open to selling one or both locations, which gives a buyer flexibility to structure the deal around their risk appetite. But the numbers between the two locations tell different stories. The smaller location generates roughly $330,000 in annual profit, while the larger location does significantly more volume but lands at a similar profit number. That margin gap is the first thing I'd dig into. Is it a rent issue, a labor cost problem, or is the larger location carrying overhead from a broader menu or catering operation? I'd also want to understand the lease terms on both locations and how much of the recent online presence is actually converting to new customers versus just replacing foot traffic that was already coming. A buyer looking at this as two separate acquisitions rather than one package might find the smaller location is the stronger standalone business.

📍 Location: Pennsylvania
💼 EBITDA: $500,000
📊 Revenue: $3,200,000
📅 Established: 1980

💭 My 2 Cents: Deli salads aren't glamorous, but they're one of the stickiest repeat-purchase categories in food manufacturing because grocery stores and delis reorder on a weekly cycle that rarely stops. This 45-year-old operation runs with 23 employees and an owner who puts in fewer than 20 hours a week, which tells me the production floor operates largely independently. 85% of the business is staple deli salads like macaroni salad, potato salad, coleslaw, and baked beans, all products with consistent year-round demand that don't go in and out of style. The other 15% is co-packing acidified foods for other brands, which is the kind of B2B manufacturing relationship that tends to be sticky once a customer has validated your facility and process. I'd want to understand how concentrated the distributor relationships are, whether the facility has passed recent food safety audits without issues, and who takes over new product development once the owner exits (since that's one of his remaining responsibilities). The co-packing side is the untapped growth lever here, because expanding that capacity means adding volume without building a new brand or a new customer acquisition channel.

📍 Location: New York
💼 EBITDA: $1,300,000
📊 Revenue: $10,000,000
📅 Established: 1975

💭 My 2 Cents: Dealer relationships with Bombardier Recreational Products and Polaris are the kind of thing that takes decades to build and can't be replicated by a new entrant walking in off the street. This 50-year-old operation sells snowmobiles, ATVs, watercraft, and side-by-sides alongside a full automotive service center, including a contract servicing the local police department, which is the kind of institutional client that validates operational reliability in a way no marketing budget can buy. I like that the 70/30 split between recreational sales and service creates a natural hedge: the service side generates steadier cash flow while the sales side captures seasonal upside. Running on zero paid advertising for 15 years also signals a customer base that's deeply embedded in the local community. The challenge is that both owners are customer-facing and plan to retire, so a buyer is absorbing two relationship-driven roles at once. The most important diligence question isn't whether the dealer relationships are valuable, it's whether they transfer. Powersports manufacturers generally need to approve new ownership at the dealer level, so confirming transferability early is the most important step before going deeper.

📍 Location: Oklahoma
💼 EBITDA: $540,000
📊 Revenue: $900,000
📅 Established: 2021

💭 My 2 Cents: A patent on the primary product and only a handful of direct competitors is about as close to a manufacturing moat as you'll find at this size. The margin on this business runs well above what you'd expect from a typical manufacturer, which tells me the patent is doing real work in protecting pricing power. Plus, there's a trademark pending that would add another layer of brand protection. The production model is asset-light: just three employees in-house, with chassis fabrication subcontracted to a facility running roughly 40 workers, which keeps fixed overhead low and lets the business flex with demand. Sales flow through two established dealerships with territorial rights, plus direct channels and trade shows, but the owner handles sales, billing, and trade show presence personally, so the transition risk is real. I'd want to know the remaining life and defensibility of the patent, what happens to production continuity if the subcontractor relationship changes, and whether the dealership agreements carry minimum volume commitments or exclusivity terms. At five years old the track record is short, but a buyer who can step into the sales role inherits a product with legal protection, limited competition, and a production infrastructure already built to scale.