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: Washington
💼 EBITDA: $325,000
📊 Revenue: $450,000
📅 Established: 1986

💭 My 2 Cents: Most pet boarding is owner-operated, which is why no operator in the country holds even 5% of the market. Here the owner is already out of the day-to-day, and two contractors take care of the animals. The thing that makes a kennel worth owning is that it costs about the same to run half full as it does full, so every night above the break-even point is close to pure profit. Individual stays for dogs and cats range from 2 to 45 days, and interestingly the rate goes up once a stay passes 7 days, which is the opposite of the weekly and monthly discounts most kennels run. That said, I'd want the share of nights that run past a week (the higher rate), and what they charge over the holidays (kennels often charge more). I'd also want to know how many animals it can hold and how full it runs, since a full kennel only has price left to work with while one with empty nights can fill those too. The easiest money here is sold to a dog already in the building. A bath before pickup, an extra walk, a training session or medication runs another $15 to $20 a night without anyone finding a new customer.

📍 Location: Washington
💼 EBITDA: $1,000,000
📊 Revenue: $4,000,000
📅 Established: 1980

💭 My 2 Cents: A carpet cleaning business costs $5,000 to $20,000 to start and needs no license in most states, which is why there are more than 40,000 of them and 78% are one- or two-man shops. This Washington manufacturer builds the machines those operators buy, and sells them as a complete startup package with no franchise fee attached. It has been at it since 1980, and 9 to 10 people run the place, which is what lets an owner of 73 only be semi-active. At this size they have clearly figured out an acquisition engine, with every lead coming from online or from an inbound call. I'd want to know what comes in that package besides the machine, because a first-time operator buying something shaped like a franchise is buying help as much as equipment. I'd also want to know what these machines clean besides carpet, since carpet has fallen from 66% of American floors in 2010 to 43% while cleaning revenue kept climbing on tile, grout and upholstery. Then I'd want revenue split between the machines and the parts, wands and chemicals, because a machine sells once and the rest of it sells every year. This business is not really about carpet, it is about people wanting to work for themselves, and entrepreneurship is at an all-time high. Close to 5 million Americans a year now apply to start a business, up from 3.5 million in 2019.

📍 Location: Remote
💼 EBITDA: $4,500,000
📊 Revenue: $9,000,000
📅 Established: 2022

💭 My 2 Cents: The staffing industry has been shrinking since 2022, down 14% in 2023, another 12% in 2024 and 3% more last year. This firm was built entirely inside that stretch, working nationwide with no office and very little overhead to carry. It has already grown into a business with a chief operating officer, a sales executive and five recruiters in place, while the owner sits above them on oversight. I'd want production by recruiter for three years, because a top-quartile recruiter generates about $400,000 of gross profit a year and the five here are carrying well beyond that. I'd also want to know exactly which niche they recruit for, since the industry is only forecast to grow about 1% this year and nearly all of that sits in four verticals while other segments keep contracting. Then I'd want the share of revenue from the largest client, since a placement fee is earned once and a client who stops calling takes their whole share of the year with them. Where staffing is growing, it is growing on demographics rather than on the economy. For example, nurses, electricians and welders are all retiring faster than anyone is replacing them, and the infrastructure money behind construction and utilities is already committed, so a buyer in the right niche is not waiting on a hiring recovery.

📍 Location: Texas
💼 EBITDA: $500,000
📊 Revenue: $1,000,000
📅 Established: 2025

💭 My 2 Cents: A building owner can defer almost any repair, but not a fire alarm inspection. The fire code puts commercial systems on a visual inspection twice a year and a full functional test once a year, and the fire marshal enforces it. This Texas company does that work, with contracts in place with every customer and distributors routing jobs to it, and a chief executive and a sales executive already run the day to day while the owner oversees. I'd want the contracts broken out by what each customer buys, because inspection and monitoring come back every year on their own while an installation has to be won again each time. Where the customers came from matters as much, since a company with barely a year of history does not normally arrive with every account already under contract. Then I'd want to know how much repair work comes out of those inspections (the inspection is the small invoice and the deficiencies it finds are the big one). Every inspection leaves a signed record the fire marshal can ask for at any time, which means a buyer can go through the accounts in diligence and confirm the work was actually done.

📍 Location: Texas
💼 EBITDA: $500,000
📊 Revenue: $1,500,000
📅 Established: 2008

💭 My 2 Cents: In low-voltage work the hard part is finding the technicians, not the work. Data center projects pay 25% to 30% above standard construction rates and pull experienced people off everything else, and Texas has $89.5 billion of that construction under way. This company runs a core team of the owner, two officers and four employees, and its work comes in through networking and distributor partnerships with Siemens and Honeywell. The advantage here is that the owner separately owns a staffing company, so the business can put 30 or more extra technicians on a job without hiring any of them. I'd want to see what that staffing company charges and under what agreement, because it belongs to the seller rather than to the business being sold. I'd also want to know what those partnerships actually deliver, whether referred work, protected territory or just discounted product, since one that sends jobs is worth far more than one that only sets the price of equipment. Then I'd want the receivables aging with retainage on its own line (what a customer holds back until the job is signed off). In Texas that is 10%, held until 30 days past completion, so a real slice of every finished job is earned and unpaid. The work here is easier to win than to staff, so the first thing worth negotiating is a long-term rate with that staffing company, not a longer transition with the owner.