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.

1/ Semi-Absentee Glass Installation & Manufacturing Company

📍 Location: New York
💼 EBITDA: $650,000
📊 Revenue: $3,000,000
📅 Established: 1991

💭 My 2 Cents: Most glass shops either fabricate or install. This one does both, which is where the margin advantage comes from and why competitors without that capability can't easily undercut them on complex jobs. The commercial division wins work through structured builder association bidding and the retail side runs on a real advertising budget across radio, internet, newspaper, and print, so both channels have their own pipeline that doesn't depend on who owns the business. I like that several employees have 25 to 30 years of tenure, which tells me the institutional knowledge is in the team, and the owner has been running this semi-absentee while snowbirding in Florida for months at a time, which is about as clear a signal as you get that the business doesn't need him to function. I'd want to understand the revenue split between retail and commercial and whether the fabrication equipment has any near-term capital needs. Ultimately, a buyer stepping in gets 34 years of established relationships and a team that already knows how to run the place.

2/ Two Integrated Outdoor Rental Businesses

📍 Location: Wyoming
💼 EBITDA: $400,000
📊 Revenue: $1,000,000
📅 Established: 2014

💭 My 2 Cents: A concession agreement with Yellowstone National Park is the kind of contract that doesn't come up for sale very often, and it may be the single most defensible asset in this deal. This business operates two integrated outdoor rental concepts out of the Jackson Hole area (gear rentals and a bear spray rental company folded in during 2020), serving one of the highest-traffic tourist destinations in the country. I like that the owner runs this at just 10 hours per week with robust SOPs and three core managers year-round, meaning the systems are genuinely in place and not just marketing fluff. I'd want to understand the renewal timeline on the Yellowstone contract since that access is the core of the competitive moat and what the seasonal cash flow pattern looks like since Jackson Hole tourism is heavily weighted toward summer and winter peaks. The 3% commission paid back to the park for operating access is a small price for a protected distribution channel inside a place that sees over 4 million visitors a year, and that's not something a competitor can replicate by opening up down the road.

3/ Oilfield Supply Business

📍 Location: Texas
💼 EBITDA: $1,800,000
📊 Revenue: $33,000,000
📅 Established: 2016

💭 My 2 Cents: In oilfield supply, speed and service win the sale, and this business has grown from $18M to $33M in revenue over three years by out-delivering larger competitors on both. The company distributes everything from small consumables to large valves up to 30 inches in diameter, and that breadth of catalog tells me operators are treating this as a one-stop shop rather than a specialty vendor. The son-in-law runs outside sales and the daughter has developed significant expertise in oilfield parts, and both are willing to stay post-sale, which is meaningful continuity in a business built on relationships. The competitive advantage here is straightforward: exceptional customer service and rapid delivery, often at slightly higher prices than larger competitors, and customers keep coming back anyway. That said, the 5.5% EBITDA margin on $33M in revenue is thin for a distributor, so I'd want to understand gross margin by product category and whether the growth trajectory has continued into the current year given how sensitive this business is to Permian Basin drilling activity. The Permian is the most active basin in the country right now, but a buyer needs to underwrite what this looks like when rig counts soften.

4/ Perfume Retailer with Three Locations

📍 Location: Texas
💼 EBITDA: $700,000
📊 Revenue: $2,000,000
📅 Established: 2008

💭 My 2 Cents: Fragrance is one of the few retail categories where customers genuinely want to smell before they buy, which is why it has held up in malls while so much other specialty retail has closed or moved online. This Texas operation has been running three profitable locations for 17 years with no active marketing beyond foot traffic, a general manager at each store, and a 35% EBITDA margin that is strong for brick-and-mortar retail at this scale. I like that the owner has stepped back to an oversight role, which tells me store-level operations aren't dependent on him being present. The zero eCommerce presence is the most obvious growth lever, and a new owner isn't inheriting someone else's failed digital experiment, they're starting clean with an existing customer base to seed it with. I'd want to understand the lease terms and renewal windows across all three locations since mall retail lives and dies by rent economics, and whether the product mix leans toward proprietary fragrances or recognized brands since that determines how defensible the customer loyalty actually is. A buyer with even a basic email list and a Shopify storefront could meaningfully change the revenue trajectory without touching a single thing about how the stores operate.

5/ Structural Steel Fabrication and Welding Business

📍 Location: Southern California
💼 EBITDA: $690,000
📊 Revenue: $2,300,000
📅 Established: 1999

💭 My 2 Cents: Structural steel fabrication is not a business you can spin up quickly: it requires certified welders, specialized equipment, and a track record that general contractors will actually bet a job on, and this 26-year-old Southern California operation has all of that. The company maintains a regular base of GC clients while continuously sourcing new work through bid boards and networks like Dodge, and active contracts are already in place. I like that the shop manager has 20-plus years of tenure, that multiple estimators are on staff, and that the business operates within a focused 120-mile radius where it has built real name recognition over time. That depth of long-term staff tells me institutional knowledge isn't walking out the door with the owner. That said, the owner is still involved in bid review and day-to-day oversight, so I'd want to understand how much of the GC relationships run through him personally and whether the existing team can absorb that function post-sale. Southern California's commercial construction pipeline is one of the most active in the country, and a buyer who can step into the owner's role without disrupting the shop floor is acquiring a business that should keep winning work on its own.