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: California
💼 EBITDA: $673,000
📊 Revenue: $4,500,000
📅 Established: 2006

💭 My 2 Cents: Most Amazon-heavy e-commerce brands talk about diversifying off the platform. This one has already started, with 30% of revenue flowing through direct website sales and wholesale channels that don't depend on Amazon's algorithm or fee structure. The business has been at it for 20 years across three integrated swimwear and accessories companies with a manager already running office operations, 10 part-time employees supporting fulfillment, and husband and wife owners splitting finance and operations between them. I like the swimwear and accessories niche because it's well-suited to e-commerce economics (lightweight, high value-to-weight ratio, and relatively simple to fulfill). That said, I'd want to understand gross margin trends over the past two years to see how tariff fluctuations on Chinese apparel have affected profitability, what return rates look like (swimwear has above-average return complexity because fit is personal and sizing varies by brand), and how concentrated the Amazon revenue is across individual listings (since a single listing suspension can take a meaningful share offline). The wholesale channel is the most interesting growth lever here, because expanding B2B relationships reduces platform dependency and produces larger, more predictable order sizes than DTC or Amazon.

📍 Location: Florida
💼 EBITDA: $450,000
📊 Revenue: $750,000
📅 Established: 2000

💭 My 2 Cents: Home medical equipment (think oxygen concentrators, CPAP machines, wheelchairs, and hospital beds) is one of the few retail-format businesses where revenue looks like a subscription. Under Medicare's capped rental program, a single piece of equipment generates monthly revenue for up to 13 months before the patient owns it, and most commercial insurers follow similar structures. This 26-year-old operation is contracted directly with Blue Cross, Aetna, and UnitedHealthcare, and becoming an accredited durable medical equipment (DME) supplier is a process that can take over a year of audits and credentialing, which keeps the competitive set small. 95% of customers come through physician referrals and word of mouth, so the business runs on prescriber relationships rather than advertising. The owner is also the respiratory therapist on staff, which means he's both the operator and the clinical license the business depends on for respiratory equipment. I'd want to understand how much revenue is respiratory versus general DME (since respiratory requires a licensed professional and everything else doesn't), what the reimbursement cycle looks like across payers (denial rates, collections timing, any pending audits), and how concentrated is the referral base (how many physicians account for the majority of new patient volume, and what is the owner's personal relationship with each of them?). A buyer without a clinical background should plan to hire a respiratory therapist before closing, because losing that capability would immediately shrink the product line the business can offer.

📍 Location: Southern California
💼 EBITDA: $1,000,000
📊 Revenue: $12,500,000
📅 Established: 1994

💭 My 2 Cents: General contractors don't send daily bid invitations to electricians they don't trust with their project timelines. This 32-year-old operation has 60 electricians employed in-house and hasn't spent a dollar on advertising because the work flows through repeat bid invitations from the same general contractor base. Each project is technically a new bid, but trusted subcontractors get invited to the table consistently, which is a more durable advantage than it might appear since general contractors don't expand that list casually. Plus, most larger projects span about a year, so backlog visibility is built into the model. The owner handles estimating, bidding, and issue resolution with project managers, while his daughter runs payroll, contracts, and HR, so two family roles would need to be transitioned. The operation is based in one of the fastest-growing large counties in California, with healthcare, logistics, and university construction driving the commercial pipeline. I'd want to understand the bid win rate and concentration across the top general contractor relationships, what bonding capacity looks like for larger projects, and whether any existing estimators could step into the bidding function. The C-10 electrical license in California requires a designated qualifying individual, and if the owner holds that role, a buyer should identify a successor qualifier before closing, whether by confirming an existing employee already meets the experience threshold, negotiating a transition period where the owner retains the qualifying role, or making a targeted hire contingent on close.

📍 Location: Kansas
💼 EBITDA: $750,000
📊 Revenue: $3,500,000
📅 Established: 2014

💭 My 2 Cents: Luxury used vehicles generate 2 to 3 times the gross profit per unit of economy cars, and this dealership has built a focused niche around European and German marques specifically, where most independents don't bother competing. That specialization is the whole thesis: higher margin per unit, a more discerning buyer who isn't just shopping on price, and a curated inventory that's harder to replicate than a generic used lot. The operation is lean with four employees covering finance, sales, a porter, and detailing, plus $4,000 to $5,000 per month in advertising across CarGurus, Cars.com, and Carfax. The owner is actively involved in day-to-day operations with a very small team around him, so the transition plan matters. European luxury is a narrower slice of auction and trade-in supply than mainstream inventory, which means the buyer either needs to know how to source these vehicles or retain someone who does. I'd want to understand average days on lot, gross profit per unit across the inventory mix, where vehicles are being sourced, and how much of the sales process depends on the owner's personal network versus the listing platforms. Each car on the lot ties up more capital and sits in a thinner demand pool than a volume operation, so the floor plan and sourcing strategy matter more here than in most used car businesses.

📍 Location: Iowa
💼 EBITDA: $1,000,000
📊 Revenue: $3,500,000
📅 Established: 2010

💭 My 2 Cents: In the aftermarket parts world, the businesses that command premium margins sell expertise and fitment knowledge, not commodity SKUs. This operation has built that reputation (50,000 social media followers, a trade show presence at SEMA and PRI, and truck shows nationwide) but it's built it around a person, not a brand. The owner knows it: he's developing an AI clone to publish content without his direct involvement and has committed $250,000 to a B2B white-label platform targeting shop customers. Whether those bets pay off is an open question, but the fact that he's making them signals self-awareness about the transition problem most owner-operators never acknowledge. That said, the back end runs on 8 to 9 employees handling processing, which means the infrastructure is there. A contractual handoff (where the seller stays on as a content presence while new faces are introduced gradually) buys time, but the stronger play is understanding how much of the revenue traces back to evergreen technical content rather than active posting. Fitment guides and installation walkthroughs have search utility long after the person who made them steps back. If a meaningful share of traffic is organically anchored, the personal brand risk is real but bounded. That's the number to find in diligence.