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: Minnesota
💼 EBITDA: $210,000
📊 Revenue: $480,000
📅 Established: 2008

💭 My 2 Cents: A 24/7 gym opens with a key fob and a camera covering the hours nobody is there, so it runs on a fraction of the shifts a staffed club needs. The membership is priced accordingly, and about two thirds of members rarely or never come yet keep paying anyway. This one does $480,000 against about $399,000 for the median club in the biggest 24/7 franchise system in the country. A general manager and a training manager run the place, the trainers and cleaners are subcontracted, and the owner spends 30 to 40 hours a month on it, meeting the general manager weekly. A physical therapist also rents space inside the club for about $2,150 a month, which is recurring income and a source of referrals. That said, I'd want monthly churn and the split between term contracts and month-to-month members, since only one of those can leave on short notice.I'd also want the split between memberships and personal training, since the club keeps nearly all of a membership payment and a trainer keeps 30% to 60% of every session. Then I'd compare the protected territory to where members actually drive from, since a gym draws from five to ten minutes away and a franchise territory can be as small as two miles. The big capital event in owning a gym is replacing all the equipment at once, and the good news is this club did that recently in 2023, for more than $225,000.

📍 Location: Illinois
💼 EBITDA: $1,000,000
📊 Revenue: $7,000,000
📅 Established: 1987

💭 My 2 Cents: Apparel is the biggest thing sold in promotional products, more than a quarter of a $26.8 billion channel, and the buyers are organizations. Schools are the largest at 13%, then business services and construction, and all of them reorder as seasons turn and crews change. Apparel holds that lead because it is the item people keep: a printed shirt gets kept about 14 months and a branded jacket 16, and outerwear delivers more impressions than anything else measured. This company prints both by screen and digitally, takes orders through its site and direct mail, and many customers come back. It runs on a staff of 40 to 50, and the owner oversees the business rather than working in any part of it. The first thing I'd pull is what share of last year's revenue came from customers who also ordered the year before. Then what blanks cost as a share of an average invoice and how increases get passed on, since the mills set the price of the biggest line in the job, and it moved 3.5% in 2025 on tariffs. Then the split between the screen and digital sides with average order size on each, since screen printing only beats digital above roughly 500 to 800 shirts, and below that digital fills the same order cheaper. Screens get washed out and reused after most jobs, but a shop holds them permanently for its biggest accounts, which is a real switching cost: leaving means paying setup again on every color, at $15 to $30 apiece.

📍 Location: California
💼 EBITDA: $750,000
📊 Revenue: $4,500,000
📅 Established: 1978

💭 My 2 Cents: This company bids concrete on public jobs in Southern California, which is a better place to quote a price than private work. A general contractor bidding a California public job must name every subcontractor doing more than half of one percent of the work, and cannot swap one out after the award. That ends bid shopping, where a general takes a sub's low number and uses it to squeeze another sub lower, so the price quoted here is the price collected. The owner handles management, estimating and oversight, and a core crew of 10 to 15 goes to roughly 50 through the summer by calling the union hall, so payroll grows with the season rather than idling. Two of the office staff do nothing but certified payroll and public works documentation, a weekly electronic filing worker by worker on every covered job. The first thing to check is the bid-to-award rate over the last three years, and how many of those bids the owner priced himself. The second is the backlog, with a start date beside each job. The third is bonding capacity and who stands behind it, since a surety underwrites on the owner's personal indemnity as much as on the company's numbers, and none of it automatically carries to a new owner. California passed a $10 billion school facilities bond in 2024, its first since 2016, which puts a buyer near the front of a public works spending cycle rather than the end.

📍 Location: Texas
💼 EBITDA: $500,000
📊 Revenue: $3,500,000
📅 Established: 2008

💭 My 2 Cents: Texas has the newest housing stock in the country, with 22.5% of its occupied homes built since 2010, and 71% of homeowners now hire a professional for outdoor work. The money in that work is in the projects, not the route. A patio or retaining wall runs 35% to 50% gross margin, double basic mowing, and a maintenance contract is the thinnest line in the trade at 10% to 15% net. This company is built on the profitable half, selling landscape and hardscape jobs at $5,000 to $20,000 apiece. The trade is that maintenance contracts carry a landscaper through a slow spring, and here they come to about $20,000 a month, roughly 7% of revenue. It runs on a crew of 8 to 10, work comes through Google Ads and word of mouth, and the owner does the estimating and the selling. A crew of 8 to 10 producing this much revenue points to subcontracted labor or materials passing through, so I'd want to know which. Then how the owner actually prices a job, since somebody who has estimated for years tends to carry it in his head rather than in a formula, and that is where margin drifts. And how often a finished job landed inside its estimate, since a build that runs long eats its margin in labor days that weren't quoted. Worth noting: hardscape is bought before it is billed, since the stone and base get paid for weeks before the invoice, so every extra patio ties up cash before it returns any.

📍 Location: Tennessee
💼 EBITDA: $1,200,000
📊 Revenue: $4,000,000
📅 Established: 1998

💭 My 2 Cents: A grounded aircraft costs its operator $50,000 to $100,000 a day, which is why somebody will pay to put a single part on its own airplane. That is the freight this company flies, arranged load by load through brokers, which puts the premium on being ready rather than cheap. It runs a roster of 12 pilots, and the owner is in the business daily and holds the chief pilot seat, a position the FAA has to accept by name. In addition, an accountant, a dispatcher and 3 mechanics are on its own payroll, which is much of what lets it say yes to a load the same night. The first thing I’d dig into is hours flown per aircraft over three years, split between hours with freight aboard and hours flown empty to reach it. Then the broker list from last year, and whether any of them operates aircraft of its own. Then the pilot roster against the chief pilot standard, which is three years of command time in the last six under a Part 121 or 135 certificate, since the FAA gives an operator 10 days to report that seat vacant. The order backlog for new aircraft has passed 17,000 planes, roughly 12 years of production, so airlines keep flying what they have, and the average cargo aircraft is already 19.6 years old. Older airframes break more often, which is the demand behind every flight this company makes.