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: Mississippi
💼 EBITDA: $370,000
📊 Revenue: $1,324,000
📅 Established: 2022

💭 My 2 Cents: This deal is interesting because it’s already gone through one change of hands. The owner bought it in late 2022, renovated the facility, and is now selling to focus on other companies and real estate, not because the shop has slowed down. In fact, a buyer would be coming in at a good time: through about September 2026, revenue had already passed the annual figure above, with about $496,000 of preliminary net income. Day to day, a general manager and a shop manager run operations, so the owner only stops by occasionally, and the seven to eight people under them include certified mechanics. Customers come from walk-in traffic off a major interstate and from informal relationships with dealerships, commercial accounts, and warranty companies. That usually leaves low-hanging fruit in marketing, starting with the shop’s Google listing and reviews, since that’s where a driver coming off the interstate looks for a shop. That said, I’d want revenue by source. Extended warranty companies often pay less than a shop’s normal hourly rate, so the split shows how much of the growth came from customers paying full price. The bigger opportunity is tires. The shop only does repair work today, but the equipment to install tires is already on site, so I’d count the bays, how many there are and how many are busy on a typical day, to see whether tires fit in the building as it is. If they do, it’s worth adding: tires can carry thin markups, but a customer who buys tires tends to come back to the same shop for service, so for a buyer, tires bring more cars into a shop that already earns on repairs.

📍 Location: Texas
💼 EBITDA: $2,100,000
📊 Revenue: $4,600,000
📅 Established: 2022

💭 My 2 Cents: A dedicated carrier doesn’t hunt for loads on the open market: it runs its trucks for one shipper, usually under a multiyear contract, trading the swings in freight rates for steady, scheduled work. This North Texas company was started in 2022 to haul for a commercial customer that needed the capacity, and today it runs 10 trucks for that customer under a five-year contract. In a lot of fleets this size the owner is also the dispatcher, but here a full-time dispatcher manages daily freight operations, and the owner, who is retiring, handles oversight and payroll for a team of about 13. The contract matters most: how many of its five years are left, since the company itself is about four years old, and how much notice either side has to give to end it, which tells you how much revenue is actually locked in. What the customer pays for comes next (by the mile, by the load, or a fixed weekly charge per truck), since a fixed charge keeps paying in a slow week. Then the age and mileage on each truck, which puts a date on when part of the cash flow goes back into replacements. Relying on one customer is the biggest risk here, but the timing favors a buyer. Freight demand is still soft, but carriers have been shutting down since the freight recession and new federal rules are taking drivers off the road, so contract rates are forecast to hit records by the end of 2026 and fewer carriers should be competing for this renewal or for a second customer.

📍 Location: Arizona
💼 EBITDA: $850,000
📊 Revenue: $3,400,000
📅 Established: 1995

💭 My 2 Cents: Before a hotel opens it needs linens for every bed, and hotels commonly stock about four sets per bed to cover what’s in the laundry, so each opening is a big order. Openings are climbing, too: the U.S. is on track for 598 in 2026, with 668 forecast for 2027. This sale pairs a hospitality linen manufacturer, which sells direct and through distribution partners like Edward Don (now part of Sysco), with a frozen food service business. Linen revenue includes project work for large hotel openings, plus repeat orders that come through the website and relationships. The owner puts in about 10 hours a week on order approvals, inventory, and larger deals, while 12 employees are cross-trained to work in either business. The owner is selling to fund a larger acquisition and prefers to sell both together, but would sell them apart. The first thing I’d dig into is how the earnings split between linens and frozen food, and which employees each half would need, to see whether either half stands alone. Then how much of the linen revenue came from hotel openings versus reorders in each of the last three years, since opening orders are big but lumpy. And where the linens are made, which shows how much of the cost rides on textile tariffs that have changed more than once since 2025. Better still for a buyer, a hotel’s opening order is really how this company wins a customer: hotel sheets typically wear out within 12 to 18 months, so every property it outfits should keep coming back for replacements.

📍 Location: Kentucky
💼 EBITDA: $500,000
📊 Revenue: $4,000,000
📅 Established: 1998

💭 My 2 Cents: Paving and landscaping slow way down in a Kentucky winter, and that’s when the heating calls come in. That’s the appeal of owning all four trades together: HVAC keeps revenue coming in while the outdoor work waits for spring. This company runs as four separately registered businesses (construction, landscaping, HVAC, and paving) under one brand, with about 30 people and multiple managers already running operations across all four. The owner handles management oversight and the financials, helps estimate and bid the larger projects, and is selling to pursue other opportunities. Work comes through marketing and relationships, some of it under contract. The deal also comes with about 30 vehicles and equipment estimated at $1.4 million, plus the shared commercial property, appraised at about $2.5 million, which helps on financing: an SBA loan can stretch the real estate over 25 years, versus 10 for the business itself. Revenue and margin for each of the four companies is where I’d start, to see which trades earn most of the profit. The HVAC license is the next thing I’d pin down: Kentucky issues a master HVAC license to a person, not a company, so I’d want to know whose license the HVAC business runs under and whether that person is staying. And who else on the team estimates and bids the larger projects, since that decides whether the biggest jobs keep coming after the handoff. Set those aside, and the bigger opportunity is selling across the trades: every property this company paves or landscapes also has a heating and cooling system, and one brand already ties all four together.

📍 Location: Massachusetts
💼 EBITDA: $760,000
📊 Revenue: $950,000
📅 Established: 1986

💭 My 2 Cents: A party bus gets booked for weekend nights and weddings, and weddings are holding steady: about 2 million U.S. couples married in 2025 and spent about $34,000 on average, up slightly from 2024. This company also earns from its vehicles a second way: advertising companies, including a national one, pay roughly $200,000 to $300,000 a year to advertise on them. In business for 40 years, the company owns 13 to 16 vehicles outright, though only 2 to 3 of them run on a regular basis. About 99% of its business comes from referrals and repeat customers, with little marketing beyond Instagram and Facebook. The retiring owner still drives, coordinates maintenance, and handles insurance, while the owner’s daughter helps run the business with a mechanic and part-time drivers scheduled around bookings. That helps explain the high margins, since a buyer would likely have to pay someone for the work the owner does today. Referrals matter most here: I’d want to see how many venues, planners, or hotels send couples here and how much of the business each one accounts for, since losing one that sends a big share of the weddings would hurt, and those relationships may sit with the owner rather than the company. The advertising contracts come next: how much of that $200,000 to $300,000 comes from the national advertiser and how long its contract runs, since that income may be a large share of the profit. Then insurance: how many vehicles are insured to carry passengers today, since coverage on a single limo can run $6,000 to $15,000 a year, part of the cost of putting a parked one back in service. The idle vehicles are where this gets interesting: each one a buyer puts back on the road can earn twice, because the advertising payments can rise with how much the vehicles are used.