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: Michigan
💼 EBITDA: $289,000
📊 Revenue: $966,000
📅 Established: 1980

💭 My 2 Cents: Mowing is a route business before it is anything else. A crew can cover a dozen or more properties in a day, and what decides whether the day makes money is how close together those stops sit, since every mile between them is paid time nobody bills. This company has been cutting grass in Michigan since 1980, running two crews of its own and sending roughly 30% of the work to three subcontractors, with weekly maintenance agreements in place. The owner has not set foot in the business in two years, apart from occasional mechanic work. That said, I'd want the customer list mapped before anything else, because a book built on referrals grows outward from wherever the first customers happened to be and can end up scattered wide. I'd also want certificates of insurance for all three subcontractors, since a worker hurt on a sub's crew becomes the hiring company's problem when the sub turns out to have no coverage. Then I'd want to know what the crews do between November and April, because a Michigan mowing season runs from roughly mid April to late October and payroll does not stop when the grass does. 25 to 30 years without spending anything on advertising leaves a lever no competitor has already pulled, and the first dollar a buyer spends there lands in a market that has been hearing the name for four decades.

📍 Location: Alabama
💼 EBITDA: $300,000
📊 Revenue: $1,000,000
📅 Established: 2023

💭 My 2 Cents: Alabama does not apply the rule that reserves medical practice ownership for physicians, which means someone who has never practiced medicine can own a clinic like this one, provided a licensed physician takes the medical director role and genuinely runs the clinical side. That opens the category to operators rather than only to doctors. This one has run since 2023 across two sites, with 12 to 13 staff and a clinic director who manages both, while the owner works the finance side and his wife covers day to day operations as needed. Marketing runs about $3,000 a month per site, and the body sculpting side sells either 10-session packages or monthly memberships that carry a three-month minimum and bill automatically on a date the customer picks. The three-month minimum on those memberships only tells you when a customer is first allowed to quit, so I'd want to see how long the average member stays and the share still paying in month six. I'd also want to know how revenue splits by service line, since a 2025 study of adults without type 2 diabetes put one-year discontinuation of the injectable weight loss drugs at close to 65%, so a book weighted toward refills behaves nothing like one weighted toward packages. One clinic director already covers two locations, so a buyer looking at a third site is picking a market rather than inventing a model.

📍 Location: Missouri
💼 EBITDA: $250,000
📊 Revenue: $3,900,000
📅 Established: 1970

💭 My 2 Cents: Steel got more expensive for every trailer builder when the tariff went to 50% in mid 2025, but the April 2026 revision hit imported finished trailers hardest by taxing the full value of the unit. A shop welding in Missouri since 1970 meets those imports on better terms than it did two years ago. This one runs with 25 on the payroll, including supervisors who can run the floor day to day, while the owner serves as a part time general manager alongside three other businesses of his, and his wife handles payroll and accounting. It also hauls its own product to dealers as far as 500 to 600 miles and charges for the delivery. An order quoted today and built weeks later is exposed to whatever the metal costs by then, so I'd want to see how fast a steel price change reaches the dealer's price. I'd also want the delivery operation costed on its own, because a 500 mile run out is half the trip and the truck comes home empty unless somebody found it a load. Then I'd want the order backlog by month for three years, since that shows whether the tariff moved demand or only prices. A buyer here is acquiring a registered vehicle manufacturer, one that holds its own manufacturer code and certifies every unit against federal safety standards, which is a different thing from buying a welding shop.

📍 Location: Kansas
💼 EBITDA: $315,000
📊 Revenue: $1,100,000
📅 Established: 2014

💭 My 2 Cents: Most commercial cleaning agreements let either side walk on 30 days written notice, which means an account that has renewed year after year is worth considerably more than the paper it sits on. This company has been building that kind of book in Kansas since 2014, with 22 to 24 monthly recurring janitorial accounts worth roughly $650,000 to $700,000. A window cleaning side covers commercial buildings on weekly through quarterly schedules and homes once or twice a year. Up to 30 people work full and part time, the owner is down to about 10 hours a week, and two smaller cleaning companies have already been absorbed. The first thing I'd want is the start date on every one of those accounts, with the monthly value next to each. I'd also want labor cost broken out building by building, because direct labor commonly runs close to half of revenue in commercial cleaning and one underpriced account can hide inside a perfectly healthy average. Then I'd ask how many accounts from the two earlier purchases are still being served, which is the closest thing to a track record on whether that move works a third time. A cleaning bid is a bet on how much ground one person covers in an hour, and you would take over already knowing what that number is on 22 buildings, so the 23rd gets bid off your own numbers instead of industry averages.

📍 Location: Florida
💼 EBITDA: $500,000
📊 Revenue: $1,600,000
📅 Established: 1992

💭 My 2 Cents: The bottleneck in RV repair is not finding customers, it is finding people who can do the work. Owners routinely wait weeks for an appointment because trained technicians are scarce enough that the industry built its own training institute to close the gap, so a shop that already has qualified hands is holding the part nobody can buy quickly. This one has operated in Florida since 1992 with three people on the payroll, taking work through word of mouth and referrals, and the owner runs it as the full time general manager covering customers and fleet management. An hour of labor keeps more of its price than a marked up part does, and both beat selling a whole RV, which is why I'd want to see revenue split across service labor, parts and RV sales. I'd also want billable hours per technician per week, since in a shop the ceiling is hours sold rather than customers waiting. Then I'd ask what a general manager costs in that market, because a buyer would likely be doing that job at the start, and that is the price of getting some of their own time back later. Wholesale RV shipments are forecast to fall this year, but 8.1 million American households already own one and none of them stop needing a roof reseal because factories shipped fewer units, so a buyer here is acquiring demand that follows the fleet already on the road.