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: Central Florida
💼 EBITDA: $642,000
📊 Revenue: $2,800,000
📅 Established: 1983

💭 My 2 Cents: Most HVAC acquisitions come with a long to-do list of operational upgrades, but this seller already handled the hard part. The current owner acquired these two Central Florida companies in 2020 and 2022, then modernized both from the ground up with a customer relationship management system, cloud-based accounting, web-based phone systems, and resource sharing between locations. Both businesses have been serving their communities for over three decades, with a combined team of roughly 11 and managers running each location. The proof those systems work: the owner runs everything absentee while holding a full-time W-2 job, with managers handling each location. I'd want to understand the split between installation revenue (the project-based, cyclical part of HVAC) and service revenue (the recurring, sticky part), whether a maintenance contract program could be layered in to formalize repeat business, and how the two locations cross-refer work today. A buyer stepping into this inherits the systems overhaul that typically consumes the first year post-close, which compresses the timeline to growth.

📍 Location: Florida
💼 EBITDA: $1,000,000
📊 Revenue: $5,000,000
📅 Established: 1979

💭 My 2 Cents: Forty-seven years of building pools in Orlando is a track record that carries serious weight with homeowners spending $70,000 or more on a backyard project. What stands out here is the subcontractor-heavy model, where a 5-person in-house team manages everything while nearly all construction goes to subs. That keeps fixed labor costs low and lets the business scale with demand without the overhead of a large field crew. The owner handles office operations but doesn't go into the field, so the day-to-day project management already runs without the owner on a job site. I'd want to understand how many subs are on the bench vs. depended on for each trade, AR/AP terms with subs (some pool builders effectively float their working capital on sub payment terms), and if subs are working on volume commitments, preferred-contractor relationships, or transactional POs. Florida issued over 2,300 new pool permits statewide in March 2026 alone, and the Orlando market continues to show steady demand driven by population growth and year-round building weather.

📍 Location: New York
💼 EBITDA: $1,000,000
📊 Revenue: $5,000,000
📅 Established: 1984

💭 My 2 Cents: On Long Island's East End, where residential construction runs high-end and homeowners expect precision, a concrete contractor's reputation is everything. This company has spent 42 years earning that and has never had a website or spent a dollar on advertising, yet keeps a full 16-person crew busy on referrals alone. The owner runs the entire operation remotely from a home office, managing by phone and computer, which tells me the field crew operates with real independence. But all coordination still flows through one person, and there's no formal management layer between the owner and the crew. I'd want to understand the general contractor and architect relationships (and if there’s any concentration), how seasonal the revenue cycle is given Long Island's construction window, and whether any foremen could step into a supervisory role post-close. The niche itself is a moat: concrete is the first trade in, paid early in the draw schedule, and impossible for a homeowner to skip, defer, or DIY, which is why a 42-year referral book in this category is worth more than the same tenure in almost any other trade.

📍 Location: Nevada
💼 EBITDA: $1,400,000
📊 Revenue: $3,500,000
📅 Established: 1986

💭 My 2 Cents: Las Vegas is in the middle of a multi-billion-dollar construction cycle, and licensed electricians are some of the hardest tradespeople to find in the metro. This company has spent 40 years building word-of-mouth relationships in that market, with a team of 12 and work flowing through referrals and platforms like Home Depot and Houzz. The owner is already training a field manager to take over operations, and his wife's office role is being transitioned to an assistant, which means the handoff is already being set up. The margin on this business runs well above the typical electrical contractor, which tells me the job mix or pricing discipline is doing something right. The client relationships are ongoing but not formalized in written contracts, which is common in residential electrical but worth understanding before signing. I'd want to know what's driving the profitability (residential versus commercial mix, average project size, subcontractor use) and whether those relationships are tied to the business name or the owner personally. The seller's preference to retain 25% tells me he expects the business to keep performing, and it also solves the licensing problem. Nevada requires every contractor license to have a designated qualifying individual, and his rollover keeps that in place through transition while the buyer develops a successor qualifier. That kind of alignment is hard to find.

📍 Location: Pennsylvania
💼 EBITDA: $460,000
📊 Revenue: $1,500,000
📅 Established: 2004

💭 My 2 Cents: Vehicle wraps are one of those services where the finished product advertises itself. Every wrapped truck on the road is a moving billboard for the shop that did the work. This one figured that out 15 years ago when it expanded from commercial printing into wide-format wraps and wall murals, and that pivot is what drives the business today while traditional print keeps shrinking. Every customer comes through word of mouth, direct outreach, and social media with zero paid advertising. The team includes 6 full-time and 2 part-time staff, but the owner and his wife are embedded in every function from production to sales. I'd want to understand the revenue and gross margin split between printing, mailing, and wrap services, how dependent the wrap pipeline is on the owner's direct relationships, and what the equipment replacement timeline looks like across the shop floor. The seller isn't looking for a full exit. He wants to bring on an operations partner while he stays on for business development, which means a buyer could step into a business with a built-in sales engine already running.