New Off-Market Businesses For Sale

Sign Up | Podcast | Sell Your Business | Work With Me

NEW OFF-MARKET DEALS

These deals span the country. For custom-sourced deals in your area, click here.

📍 Location: Nevada
💼 EBITDA: $400,000
📊 Revenue: $800,000
📅 Established: 2003

💭 My 2 Cents: Most mobile car wash work is sold one vehicle at a time and disappears the moment the customer stops calling. The exception is fleet work, where a company with a yard full of trucks or vans would rather have somebody come wash them on a schedule than send a driver to a wash bay, and this one has 90% of its work running under fleet contracts. What decides whether a route like that makes money is how tightly the accounts sit together, since every mile between stops is paid time nobody bills for. This company has run since 2003 with 24 people, and the owner is out of it entirely with his sons managing the business. That said, I'd want each contract with its start date and its renewal history, because a fleet account renewed for years is a different asset from one that came in last spring. How many trucks and crews are on the road today, and how many stops one crew covers in a day, is what I'd pin down next, since fleet vehicles are usually only sitting still for part of the day and that window is what caps the route. Then I'd ask what the sons intend to do after a sale, since they are the reason the owner can be absent, and the obvious question is why they are not buying the business themselves. Adding a market here means another truck and another crew rather than another lease, so a buyer is acquiring a business that grows in increments small enough to fund out of cash flow.

📍 Location: North Carolina
💼 EBITDA: $400,000
📊 Revenue: $1,700,000
📅 Established: 2016

💭 My 2 Cents: A commercial mason lays the block and brick that make up a building's walls, working off scaffolding that goes up the side of the structure as the wall rises. That work does not come from chasing customers. A general contractor's estimator builds the bid list from subcontractors already cleared on insurance, safety record and past jobs, so a mason outside that system usually never sees the project. This company has worked since 2016 and gets invited to bid by general contractors it has known for years. It owns $1.1M to $1.2M of scaffolding, forklifts and concrete pumps, which most masonry subs rent by the week. The crew normally runs 60 to 80 people and sits at 35 to 40 right now between projects, with project supervisors and estimators on the office staff. That said, I'd want the bid-to-award record with each general contractor over three years, because an invitation tells you who calls and the award rate tells you what the calls are worth. Payroll modeled at both crew sizes is the next thing I'd build, since the masons come back on the payroll weeks before the first draw on a new job arrives. Then I'd ask who prices the bigger packages besides the owner, since he still steps into estimating and a masonry bid that is wrong stays wrong for the whole job. Every bid a renting competitor turns in carries weekly scaffolding cost inside it, so a buyer here is acquiring an advantage that shows up on every job rather than once on the balance sheet.

📍 Location: New Jersey
💼 EBITDA: $240,000
📊 Revenue: $700,000
📅 Established: 2022

💭 My 2 Cents: Non-emergency medical transportation is the van that takes a Medicaid patient to an appointment and home again. New Jersey runs those rides through one broker, Modivcare, which dispatches every trip, so nobody here spends a dollar finding a passenger. The state pays that broker a fixed amount each month for every member and lets it keep whatever is left after paying operators per trip. This company has run since 2022 with five drivers and an assistant coordinator, and the owner moved out of state and stayed on as CEO overseeing operations. That said, I'd want the per-trip rate paid to this company in each of the last three years, since every dollar of it comes out of the broker's own margin and Modivcare left Chapter 11 in December 2025 owned by its former creditors. The split between ambulatory and wheelchair trips is what I'd pin down next, since a wheelchair van needs a lift, a trained driver and more time at both ends of the ride, and is paid accordingly. Then I'd ask how much of the volume is standing orders, because a dialysis patient going three times a week is six booked legs that repeat while a hospital discharge is one trip that never comes back. A van company billing patients one at a time would spend half its week chasing money. Here one payer owes every dollar, within 30 days of a claim that arrives with nothing missing (this is called a clean claim), so a buyer is acquiring a receivable with a single name on it.

📍 Location: Pennsylvania
💼 EBITDA: $1,250,000
📊 Revenue: $3,800,000
📅 Established: 2015

💭 My 2 Cents: A contract security company puts uniformed officers on posts at buildings and government facilities, bills by the hour, and keeps the spread between that rate and what the officer earns. When a federal building needs guards, the agency either runs a long formal competition the national firms can enter or, if the contract is small enough, hands it out through a quicker process only small businesses may bid on. On October 1 last year the line between those two moved from $250,000 to $350,000, so work that used to draw the big firms is now reserved for companies this size. This company has run since 2015, taking inbound leads and bidding the larger jobs, with a roster of 100 officers of whom 60 to 70 work at any time, plus directors and office staff. The owner is CEO and personally handles billing, logistics and new client relationships. How many of those 100 were hired in the last twelve months is the first thing I'd count, since every departure means another background check, license and training week, and the empty post gets covered at time and a half until somebody fills it. Federal and commercial work behave differently enough that I'd size the split, because the federal half is protected from the national firms. The renewal dates matter more than usual here, since a renewal is when a customer decides whether it wants the company without the owner it dealt with.

📍 Location: Florida
💼 EBITDA: $800,000
📊 Revenue: $2,000,000
📅 Established: 1995

💭 My 2 Cents: A developer clearing a lot in Florida has to answer for the trees it takes down. Local codes measure the trunks removed and require the same inches be planted back, often two or three times over, or a payment into a tree fund instead. Digging a mature tree up and replanting it elsewhere on the site counts toward that bill, which is why a crane can come in cheaper than a nursery order. This company has done commercial landscaping and tree transplanting since 1995 with four employees and low overhead, the owner running operations without working in the field. The large transplant work runs at about 60% profit, with only labor, fuel and a rented crane behind it. Every customer so far has arrived by word of mouth, with no website and no advertising. The revenue split between transplant work and everything else, across three years, is the first thing I'd pull, because it nearly tripled over two of them and a handful of large jobs is a different business from a wider base. Crane invoices set beside the jobs they served would show how much of that 60% survives the cost of getting the crane to the site and set up, which is the same whether it moves one tree or four. Survival rates on trees moved in the last three years are worth asking for too, since a relocated tree that dies can hand the problem back to the customer. Nobody here has ever placed an advertisement, so a buyer is acquiring thirty years of referrals and a growth lever nobody has pulled.