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: Southern California
💼 EBITDA: $500,000
📊 Revenue: $2,000,000
📅 Established: 2010

💭 My 2 Cents: Southern California runs on car culture, and this parts retailer has spent fifteen years building a following inside it, entirely on reputation and organic social media, with zero paid advertising. I like their dual-channel model, selling through both a physical retail location and a Shopify storefront, which gives a buyer two distinct revenue streams to work with. The online catalog currently features around $80,000 worth of products, which means the e-Commerce side is still early and has real room to scale without touching the retail operation. On top of that, there is already a team of 8 employees handling both customer service and technical work. That said, I'd want to understand if there is any wholesale/B2B component (parts businesses often have a contractor/mechanic side), how much of the walk-in traffic is driven by the owner's personal relationships vs. the location and brand itself, and what the supplier and product margin structure looks like across the catalog. In a category where most e-commerce brands spend 30% to 40% of revenue on advertising just to stay visible, a parts business running on zero ad spend and word-of-mouth is leaving serious growth on the table.

📍 Location: Minnesota
💼 EBITDA: $500,000
📊 Revenue: $4,300,000
📅 Established: 1984

💭 My 2 Cents: A general manager already running daily operations is the first thing a buyer should notice here. This southern Minnesota operation has been at it for over 40 years, with 25 direct employees and 20 to 25 subcontractor crews covering the state. The owners' primary roles are landscape sales, design, and bookkeeping, all of which could be transitioned or hired for without disrupting field operations. I like that lawn maintenance contracts (structured at 24 to 28 visits annually) provide a recurring revenue base, while snow removal fills the winter months on a per-push basis. Revenue flows through relationships with national companies and competitive bidding, so the client mix likely skews commercial. That said, I'd want to understand the concentration across those national accounts, what subcontractor retention looks like (and whether crews work on annual commitments or project-by-project terms), and how much the snow removal revenue swings year to year with winter severity. A buyer who inherits commercial landscaping contracts and an operational GM is buying two things that take years to build separately.

📍 Location: Connecticut
💼 EBITDA: $650,000
📊 Revenue: $3,200,000
📅 Established: 2012

💭 My 2 Cents: Customers flying in from across the country to a staging facility to view and test products before purchasing tells you this is not a commodity business. This company makes and sells equipment attachments, the add-on tools that mount to heavy machinery like excavators, skid steers, and tractors, and has built a national footprint with just six people, using a facility that doubles as a showroom and training center. The business runs on contracts, and the seller says revenue is tracking toward $4.2 million in 2026, which would represent over 30% growth from trailing numbers. That trajectory is worth paying attention to, but the concentration risk is equally visible: the owner and his wife handle operations and sales. The questions I'd press on are which customer relationships are tied to the owner personally vs. the brand, how the contracts are structured in terms of length and renewal, how long the owners would be willing to stay on to train a successor, and what the end market actually is (since equipment attachments span everything from construction and agriculture to industrial machinery and the customer profile, margin structure, and growth ceiling look very different depending on where this business sits). The fly-in dynamic tells me these are high-consideration, high-value purchases, which means switching costs for customers are higher than they look on the surface.

📍 Location: Utah
💼 EBITDA: $450,000
📊 Revenue: $1,300,000
📅 Established: 2006

💭 My 2 Cents: Trail building for government agencies is a niche most buyers would never think to look for, but the contract pipeline is real, the competition is thin, and the tailwinds are structural. The bipartisan infrastructure law allocated significant funding to public lands, national parks, and recreational trail development, meaning the project pipeline is policy-driven, not cyclical. This Utah operation wins work through government bidding, referrals, and membership in the Professional Trail Builders Association, a trade organization whose network functions as a credentialing layer most competitors can't easily replicate. The core team is four people, scaling to 14 during peak season, so fixed overhead stays low. The seasonal window runs April through Thanksgiving, with potential to extend into year-round revenue through excavation and trucking. What a buyer needs to solve for is that the owner and his wife both work in the field, so the question isn't just whether contracts transfer, it's what it would actually cost to replace two skilled field operators and whether the business can win and execute work at the same quality level while that transition is happening. That said, a buyer closing in the spring would inherit a full season of already-contracted work ahead of them.

📍 Location: Texas
💼 EBITDA: $400,000
📊 Revenue: $1,000,000
📅 Established: 2024

💭 My 2 Cents: Only capturing 35% to 40% of inbound call volume tells you demand in this market far exceeds what four trucks can handle. This septic and drain operation launched in 2024, but the owner brings 40 years of industry experience, which explains how the business scaled this fast. The service mix covers septic tanks, grease traps, lift stations, storm drains, and sewer lines, and the seller claims a recently launched lift station service is generating $50,000 to $60,000 per week, but that number deserves scrutiny, because sustained over a full year it would far exceed the stated annual revenue on its own. The owner has already secured a license for another major Texas city, so geographic expansion is ready on day one. I'd want to verify the lift station financials against actual bank deposits, understand how much of the inbound demand is tied to the owner's 40 years of relationships vs. the brand itself which has less than two years of operating history, and get clarity on how the health-driven sale timeline impacts transition support. Adding trucks is the obvious growth lever here, but only if the call volume follows the business and not the owner's name.