New Off-Market Businesses For Sale

Sign Up | Podcast | Sell Your Business | Work With Me

NEW OFF-MARKET DEALS

These deals span the country. For custom-sourced deals in your area, click here.

📍 Location: Florida
💼 EBITDA: $5,000,000
📊 Revenue: $35,000,000
📅 Established: 2008

💭 My 2 Cents: A smoke shop buys from a distributor, the distributor buys from a manufacturer, and each one takes a margin before anything reaches the counter. Here all three sit under one owner: the stores are the largest piece, the distribution arm supplies other shops, and the plant supplies both. The owner is mostly absentee across roughly 200 employees, and no formal marketing has ever been run. That said, I'd want revenue by product category, because the federal rule today counts only delta-9 THC while the replacement counts every form, and caps a finished package at 0.4 milligrams, less than one serving of most of what is on these shelves. However, the date that rule takes effect has already moved once and is still not settled. I'd also want sales and lease expiry store by store, because losing one lease matters far more when there are three stores than when there are fifteen. Florida has left these products alone while Texas, Georgia and Ohio have moved against them, so I'd also want the wholesale customers listed by state. SBA lending closed to hemp and cannabinoid businesses in June 2025, so a buyer here funds it with cash and a seller note rather than a bank, and whoever does that is choosing to be in the hemp business, not just to own a profitable one.

📍 Location: Arizona
💼 EBITDA: $500,000
📊 Revenue: $2,000,000
📅 Established: 1996

💭 My 2 Cents: A concrete septic tank is heavy and cheap, so most never travel more than 100 miles from the yard that poured them, and every precast yard is protected by its own delivery radius. This one pours septic tanks, and in 2015 it bought a second line: stair treads for apartment complexes and concrete trash cans. Ten people run production on a payroll of about $20,000 every two weeks, and the owner's job has narrowed to equipment breakdowns, collections and payments. That said, I'd want the revenue split across the three, because a tank sells when a house goes up or a system fails, a tread when an apartment complex is built, and a trash can out of a city budget unrelated to either. Arizona has more than 600,000 onsite systems and requires an inspection within six months before any property with one changes hands, so I'd also want to know how many orders come from a failed inspection rather than new construction. Those rules are being rewritten for the first time since 2001, and the agency says a fifth of them are already more than 50 years old, which points to more replacement work coming. That demand arrives on its own, and a buyer can add to it by putting another mold through the same door, whether that’s grease traps for restaurants or catch basins for parking lots.

📍 Location: Utah
💼 EBITDA: $1,970,000
📊 Revenue: $6,500,000
📅 Established: 1996

💭 My 2 Cents: Youth sports participation climbed back to 58% of American children last year. An adult can quit the gym in February, whereas these classes run in levels. Stopping halfway means giving up what a family already paid for, and the coach and the rest of the class notice when a child stops coming. This club runs gymnastics, tennis, swimming and Pilates with 275 people on the payroll, only about 15 of them full time. 60% of members are on yearly agreements and the rest run month to month with 30 days notice. Marketing runs $60,000 to $75,000 a year and most families still arrive by referral. Power is the other low line, because rooftop solar holds the bill near $75 a month, which on a building with pools saves tens of thousands a year. That said, I'd want the revenue split between program tuition and general memberships, since the membership half churns like any other gym. I'd also want the class fill rate, since 75% to 90% is what a well-run program holds and under 60% is usually a scheduling problem. One coach can only take 8 or 10 children at once, so the ceiling on a club like this is mostly fixed. The good news is several directors and managers hold small equity stakes and have been here more than twenty years, so a buyer here has more than one person who knows how it runs.

📍 Location: New York
💼 EBITDA: $1,100,000
📊 Revenue: $2,400,000
📅 Established: 2000

💭 My 2 Cents: In the Hudson Valley a lawn crew has about 36 weeks of work and 52 weeks of costs, so the operators who make money are the ones who figured out the winter. This company runs five or six crews of two and three people, all W-2 rather than subcontracted, which buys control of the schedule and the customer but puts the winter payroll on its own books. Half the revenue is already under contract, but the owner is still full time and has not managed to hire a general manager, so the earnings include a job a buyer would have to pay for. That said, I'd want the revenue split across routine maintenance, design and install work, and how much of the project side comes from customers already on the maintenance book. I'd also want monthly revenue and payroll for the last three winters, because W-2 crews get paid through December whether or not the snow work covers them. Prices in this trade have moved slower than wages for two years running, so I'd also want to know when this book was last raised, because raising prices on customers you already have may be low hanging fruit. Selling is the other thing nobody here has done, since every account arrived by word of mouth, and a buyer who builds a sales function would be adding one to a book that got this big without it.

📍 Location: Tennessee
💼 EBITDA: $400,000
📊 Revenue: $1,000,000
📅 Established: 2016

💭 My 2 Cents: Oil used to get changed every 3,000 miles and full synthetic goes 10,000, so a driver who came four times a year now comes once. The shops in trouble are the ones that only drain oil. This Tennessee business is not one of them, since it does brakes and tires too. Open since 2016, six people work the floor, nearly every car arrives because somebody told somebody, and billboards are the first paid advertising it has bought. That said, I'd want the share of oil change visits that leave with brake or tire work attached, because that is the whole argument for this over a lube shop. I'd also want to know which of the six can do the brake and tire work, because a lube tech can be trained in a few weeks and a brake technician cannot, so if it is one or two people, the repair half of this shop leaves with them. The other thing I'd want is monthly car count and average repair order for three years, because a shop can lose cars and still show flat revenue by raising prices, and that only works for so long. Regardless, visits per car has gone down, but the number of cars has not. There are more on the road every year and the average one is now 12.9 years old, well past the warranty that keeps a car at the dealer, so that work has to go somewhere.