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: Florida
💼 EBITDA: $300,000
📊 Revenue: $2,000,000
📅 Established: 2010

💭 My 2 Cents: Epoxy flooring sells to homeowners who want a garage floor that won’t stain and to businesses like restaurant kitchens, where food codes require floors that are smooth, durable, and nonabsorbent. Demand is growing slowly but steadily (about 4% a year), and most garages still have bare concrete. This company ranks among the top three in its area, and puts four full-time crews on 10 to 15 floors a week, with two more on larger commercial jobs. Like most project businesses, a flooring company lives and dies by lead generation, since every finished floor means finding the next one. That’s why I like that SEO and paid ads already bring in the homeowners, and a salesperson and a dedicated bidder chase the commercial work, so neither side depends on the retiring owner, who already sticks to scheduling and oversight. That said, I’d want revenue and gross margin split between residential and commercial, since crews are hard to hire in construction right now, and the split shows which kind of jobs the existing crews should be spending their days on. I’d also want to see what has happened to the cost of acquiring a residential customer each time they’ve raised the ad budget, since home services clicks keep getting pricier and that shows how much more room there is to grow. If the cost of acquiring a residential customer has been climbing, commercial bidding is the likely place for a buyer to add growth without bidding up the same ad clicks every competitor wants.

📍 Location: Tennessee
💼 EBITDA: $1,500,000
📊 Revenue: $8,000,000
📅 Established: 1996

💭 My 2 Cents: An apparel decorator puts a customer’s logo on blank shirts, hats, and jackets, and one that runs several decorating methods can take on almost any kind of customer, from a sports team needing uniforms to a company needing polos. This one does exactly that, with 45 employees and a department head over each production method, while the owner works mainly in a CFO role on finances. Repeat business is heavy (as it tends to be in this trade) because a shop that already has a customer’s logo on file can run a reorder without a new setup charge, and teams need new uniforms every season. That explains how the company gets by with no formal marketing or sales structure, taking orders through inbound inquiries alone. On top of that, it recently bought a nearby competitor expected to add about $180,000 of earnings on $500,000 to $600,000 of revenue. I’d start with that acquisition: whether the $180,000 is the competitor’s own earnings or what’s left once its orders run on this company’s equipment. Then how much of last year’s revenue came from customers who also ordered the year before, and how much of that sits with the ten largest, since that shows how much of next year’s sales should come back on its own and how much rides on a few accounts. And how much room the machines have left now that the competitor’s orders run on them, which tells a buyer whether the next acquisition needs new equipment or just more orders. That matters because custom screen printing alone counts about 15,400 U.S. businesses with no company holding even 5% of the market, so the competitor this company just bought doesn’t have to be the last one a buyer adds.

📍 Location: Florida (Remote)
💼 EBITDA: $4,000,000
📊 Revenue: $18,000,000
📅 Established: 2007

💭 My 2 Cents: Florida gives a boat owner 45 days after a hurricane to get a storm-tossed boat out of the water, and past that the state can remove it and bill the owner. After Hurricanes Helene and Milton in 2024, hundreds of boats were left displaced, and owners who couldn’t pay to remove theirs could sign them over to the state to be hauled away. This company has done vessel removal and stream bank restoration (rebuilding the eroding banks of creeks and rivers) across Florida since 2007, run remotely with dozens of W-2 employees. The owner works about 15 hours a week, mostly fielding customer inquiries, and is already stepping back. Work comes in through word of mouth and referrals, half the revenue is under contract, and the owner would prefer a buyer with a marine background. I’d look first at 2025, the first season since 2015 with no U.S. hurricane landfall, since it shows what the restoration work and contracts earn without a storm. I’m guessing the contracted half is with counties and water management districts, so I’d also want to know when each contract comes up for rebid, since that shows how much of next year is already locked in. Then who sends the storm work (the state, counties, marinas, or insurers), since work handed out from a government contractor list should follow the next storm on its own, while marina and insurer work may depend on relationships the owner will need time to hand over well. On the cost side, the 30 contractors working alongside the W-2 staff let this company add hands for a storm’s worth of boats without carrying that payroll through a quiet year, which is what a buyer wants when work arrives in waves.

📍 Location: North Carolina
💼 EBITDA: $400,000
📊 Revenue: $800,000
📅 Established: 2006

💭 My 2 Cents: Gym visits rose for the 19th straight quarter at the end of 2025, and a full-service club like this one gets a chance to sell something beyond the membership on every one of them. This club offers 24/7 access, group classes, personal training, nutrition coaching, onsite childcare, tanning, massage, naturopathic wellness services, red-light therapy, essential oils, a smoothie bar, prepared meals, and a supplement store. Memberships run on one-year agreements, which is what sets a gym apart from most retail, where a customer can walk away after any visit. About 16 to 20 employees cover fitness, wellness, customer service, and administration, while the retiring owner handles payroll, the landlord, contractors, equipment purchases, and hiring. I’d dig into which services run through employees vs contractors, since a staff of 16 to 20 leaving this much revenue as earnings likely means the trainers, massage therapists, and wellness practitioners rent space or split fees, paying the club rather than drawing a paycheck from it. Then how members actually pay on those one-year agreements, whether monthly or upfront, and how much prepaid dues sit on the books today, since that is cash the seller has already collected for months of workouts a buyer will have to deliver. And a replacement schedule for the equipment with what each piece will cost, since commercial cardio machines typically last 4-7 years and replacing them is a heavy cost a buyer should budget for. One more point in a buyer’s favor is that this is a franchise resale with no transfer fee, a charge franchisors typically collect when a location changes hands.

📍 Location: Ohio
💼 EBITDA: $350,000
📊 Revenue: $1,500,000
📅 Established: 2004

💭 My 2 Cents: Ohio has the third-most manufacturing jobs in the country (more than 687,000), and the forklifts and presses in those plants run on hydraulic hoses that wear out. This company repairs and replaces those hoses and services other industrial equipment, and has done so since 2004 across three neighboring franchise territories. The owner has held it for about six years and is nearing retirement, working as general manager and in sales alongside seven employees, with two more technicians being recruited. He’s also open to significant seller financing for a qualified buyer. Service is generally on demand, but most work is repeat business from commercial and industrial customers, some under national or local pricing agreements, since a plant full of machines has hoses wearing out on different schedules and tends to call the same company each time. I’d want to know how many of those customers call at least once a month and how much revenue the pricing-agreement accounts bring in, since that shows how steady the on-demand work really is. Then how long the two technician jobs have been open, since factories are expected to need 18% more machinery mechanics over the next decade, which means this company is competing with its own customers to hire the same people, and every seat it can’t fill is work it has to turn down. The good news is that the customer list grows on its own, since maintenance managers who move to a new plant often bring this company along.