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: Pennsylvania
💼 EBITDA: $1,600,000
📊 Revenue: $9,200,000
📅 Established: 2016

💭 My 2 Cents: Pennsylvania is one of the states where the government is the wholesaler: spirits sell only through state-run stores, and even the wine in a grocery store was bought from the same board. A limited winery license skips that, letting a producer sell its own wine straight to customers at the winery and at up to five more approved locations, a cap Pennsylvania raised from two in 2016. This company runs a large estate that makes its own wine and houses a restaurant, a retail shop, and a wedding and private event venue, plus three satellite hospitality locations and an eight-room boutique inn, with engineering and planning already done toward more lodging. Over the past two years the husband-and-wife owners have stepped back, and general managers with their own teams now run each location, with roughly 200 employees. That said, I'd want to know whether the three satellites operate under the winery's own license, since that would leave room for two more. The wine club's tenure is what I'd check next: how many of the 550 members have stayed past their first year. And how much of the roughly $1 million in inventory is finished wine ready to sell versus wine still aging. One thing here you don't have to guess at: a wedding venue sells next year before this one ends, so much of 2027 is already on a calendar with deposits against it.

📍 Location: Southern Texas
💼 EBITDA: $300,000
📊 Revenue: $1,500,000
📅 Established: 2024

💭 My 2 Cents: Botox wears off in three to four months, which turns every patient a med spa wins into one who tends to come back on a schedule. Nearly 10 million Americans have one a year (the most common cosmetic procedure there is), and the average med spa's revenue continues to rise even as more spas open. This one launched in 2024 and filled its chairs almost entirely on paid advertising, a proven engine a buyer inherits rather than has to build from scratch. A team of 10 runs it and the owner checks in weekly. He also has a second location in another Texas city and may sell that one too, which would give a buyer two sites to start. In Texas a non-doctor can own the business side of a med spa but not the medical practice, which sits with a physician under a management agreement. The medical side matters most here: what that agreement pays the physician and what it says about term and notice. The rebooking rate comes next: how many first-time injectable patients come back within five months. Then what a new patient costs to acquire against what the 2024 patients have spent since, because those are the only ones with two years behind them. The owner isn't a medical professional himself, so a non-medical buyer would be stepping into his role rather than replacing whoever does the treatments.

📍 Location: Central Texas
💼 EBITDA: $400,000
📊 Revenue: $2,000,000
📅 Established: 1995

💭 My 2 Cents: One in five new homes built in Texas is on a septic system rather than a city sewer line. Most companies that install them buy the tank from somebody else, and this one casts its own, so it earns the manufacturer's margin before the job starts. It has cast and installed across Central Texas since 1995, and the owner's son is the engineer who designs every system (both he and his sister are willing to stay after a sale). The owner has stepped back to collections and banking, though he has been driving the truck himself since losing the employee who held that seat, which should not be a hard job to fill. The first thing I'd dig into is the split between conventional systems and aerobic ones, the kind that pumps air to treat the water further and goes in where soil will not absorb, because Texas puts every new aerobic system under a two-year service policy with an inspection every four months. Then what share of the tanks it casts go to other installers rather than its own jobs. And what keeps the son in the engineer's chair once his family is no longer the owner. Set those aside and there is still thirty years of its own installs sitting in the ground across Central Texas, and every one of them is a system this company could go back and service.

📍 Location: Ohio
💼 EBITDA: $250,000
📊 Revenue: $700,000
📅 Established: 1969

💭 My 2 Cents: A salvage yard buys a wrecked car once and sells it in pieces: the engine to one customer, a door to another, a transmission to a mechanic who needs one this week. The supply keeps coming, with a record 23.1% of auto claims now written off as total losses rather than repaired. This yard has run since 1969, and the 300 to 400 vehicles on the property and about 10 containers of parts come with the sale. It also resells whole vehicles and runs repair work out of a four-door garage with 3 lifts. The owner runs the office himself, taking orders and writing up every transaction, and customers reach him by walking in or calling, on word of mouth and the occasional social post. The first thing to check is the age mix on the lot by model year, since parts sell against the cars actually on the road and the wrong vintages are inventory nobody is shopping for. Then the revenue split between parts, resales and repairs, because a part comes off a car the yard already owns while a resale mostly returns what it paid. And how the parts inventory is tracked, since a searchable one lets a yard sell to repair shops well beyond driving distance. Worth noting: nearly every car a buyer is taking on here has a floor under its value, because whatever doesn't sell as parts can still be sold for scrap by weight.

📍 Location: New York
💼 EBITDA: $300,000
📊 Revenue: $1,000,000
📅 Established: 1976

💭 My 2 Cents: One of the best things about a promotional products business is that the same client orders again: the company that put its logo on 500 shirts for this year's event often needs them again for the next one. The category did $27.7 billion in North America in 2025, growing 4.2% against a US economy that grew about 1.9%. This company has sold promotional products and printing since 1976, working only with trade professionals, and some of its clients have been reordering for 20 to 30 years. The owner is still actively involved, with a spouse on the books and two independent (1099) sales reps selling alongside. The rep agreements are the first document I'd read: how much of the book each rep brought in against how much the owner did, and who keeps those clients if a rep leaves. After that, pricing. Nearly 90% of distributors raised prices in 2025 on tariffs and import costs, by 11% on average, so whether these 20- and 30-year accounts took that increase tells you what those relationships are really worth. And how much of the printing happens in-house versus at an outside decorator, the shop that actually puts the logo on the product. After five decades the owner is ready to retire, so the term worth pushing hardest for is a handover long enough to walk a buyer into the biggest accounts personally.