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: Iowa, South Carolina, Georgia, and Indiana
💼 EBITDA: $2,000,000
📊 Revenue: $8,000,000
📅 Established: 2008

💭 My 2 Cents: Private equity has been rolling up tree care companies aggressively over the past few years, and a multi-state operation with an absentee owner already in place is exactly the profile that's been commanding premiums. This business runs across four states with managers at each location handling customer visits, sales, scheduling, and payment collection while the owner focuses only on high-level strategy. Customer acquisition runs entirely through Google Ads, Google Local Services Ads, Facebook Ads, and direct mail, so the lead engine is systematized and measurable rather than tied to the owner's relationships. The infrastructure is co-mingled across locations, which means accounting, marketing, and operations systems are shared rather than set up as standalone P&Ls, and that's the structural question a buyer needs to answer first. I'd want to see profitability and lead-to-close conversion by market to understand which locations are carrying the numbers, how concentrated revenue is between high-ticket removals and lower-ticket trimming or stump grinding (since those have very different margin profiles), how many of the crews include ISA-certified arborists (which is what unlocks municipal and commercial work above residential pricing), and what the fleet looks like across the four states. The bigger picture: this industry is overwhelmingly small owner-operators doing under $1M, so something this size with managers already running each market almost never comes up for sale.

📍 Location: Texas
💼 EBITDA: $1,500,000
📊 Revenue: $10,000,000
📅 Established: 1986

💭 My 2 Cents: Equipment manufacturing often looks like one-time-sale economics, but in printing the real money lives in consumables and service contracts that get sold for years after the original machine ships. This 40-year-old operation already runs that model, with consumables and support contracts generating revenue long after each machine ships. The operation runs with 35 employees including a president and leadership team handling 99% of day-to-day, leaving the owner focused on strategic direction and capital purchases. Customer acquisition flows through trade shows, repeat business, internet marketing, and employee referrals, and repeat business plus referrals doing real work in that mix is usually a sign customers stay once they buy. The capital base is notably light for a manufacturer (a forklift, tools, and a small machine shop), which suggests fabrication is outsourced and this is closer to a design-and-assembly operation. That's worth confirming, because it changes both the margin structure and the supplier dependency risk. I'd want to understand what percentage of total revenue is consumables and service versus new equipment sales, what end markets the equipment serves (label printing, packaging, signage, and textile each have very different demand cycles), what proprietary technology or patents protect the product line from lower-cost overseas competitors, and what the spare parts inventory looks like for legacy machines that customers still need supported. The equipment is what's for sale, but the installed base writing service checks every year is what you're actually buying.

📍 Location: New York
💼 EBITDA: $1,000,000
📊 Revenue: $6,000,000
📅 Established: 2005

💭 My 2 Cents: Most landscaping and trade businesses at this size run a mix of W-2 employees and 1099 subcontractors. This 21-year-old Long Island operation runs with 32 employees, all W-2, which tells me the owner has been willing to absorb the cost of true employees in exchange for crew consistency and quality control. The business installs artificial turf with ongoing maintenance contracts generating repeat revenue alongside the installation work, and customer acquisition runs through word of mouth, referrals, and $5,000 per month in digital marketing. That said, the owner is full-time and involved in day-to-day operations, so the first question is what he actually does day to day. If it's estimating, selling, and managing crews, a buyer needs to hire around those functions or step in directly. I'd want to understand the revenue split between installation and maintenance (since maintenance is the stickier recurring side and tells you how much of the customer base actually renews), how the contracts are structured (annual, per-visit, or bundled with installation), the average maintenance attach rate on installs, and what the equipment fleet looks like across skid steers, plate compactors, and trucks. Long Island's dense suburban market, harsh winters that destroy natural grass, and the trend toward low-maintenance landscaping all push demand toward synthetic turf, and a 21-year installer with an all-W-2 crew in that market would be difficult to replicate from scratch.

📍 Location: New York
💼 EBITDA: $1,000,000
📊 Revenue: $2,500,000
📅 Established: 2017

💭 My 2 Cents: Most plumbing businesses at this size are still owner-operator shops with one or two trucks and the owner pulling permits himself. This NYC operation already has a management team handling pricing, dispatching, and operations while the owner focuses on strategy and franchise development. The team includes four technicians, a helper, and a dispatcher/bookkeeper, and the business has contracts with property management companies and commercial clients, which is the kind of customer base that produces predictable repeat work rather than one-off residential service calls. But the detail that demands the most attention is that the business was recently converted into a franchise model, and the owner is selling specifically to relocate and build the franchise system from West Palm Beach. A buyer needs to understand exactly what they're acquiring, whether that's the operating company, the franchise rights, or both. If the operating business becomes a franchisee of the seller's new system, that means ongoing royalty payments, brand restrictions, and a contractual relationship with the person who just sold you the business. I'd want to see the franchise disclosure document, understand what fees or territory restrictions transfer with the sale, and confirm whether the New York master plumbing license is held by the owner personally or by a manager who stays post-close. Handled right, the franchise overlay could even cut the other way, since a motivated franchisor building a national brand has every incentive to make his first location succeed.

📍 Location: Oregon
💼 EBITDA: $500,000
📊 Revenue: $2,000,000
📅 Established: 1998

💭 My 2 Cents: An owner who has been primarily passive for three years, focused only on finance and approving accounts payable, is about as close to a turnkey acquisition as you'll find in a service business. This 28-year-old AV integration company has a general manager running day-to-day operations with 4 to 5 W-2 employees and 2 to 3 subcontractors, all holding Oregon contractor's licenses. The company works directly with major OEMs including Samsung, Epson, and Crestron as an authorized integrator, and those OEM relationships are not transactional vendor deals. Authorized integrator programs typically come with preferred pricing, certification training, and lead referrals from the manufacturer that non-authorized competitors cannot access. The recurring service contract base provides a small but real subscription floor, and clients pay for product before installation and service upon receipt, so the cash flow dynamics favor the business. I'd want to confirm that the OEM dealer authorizations transfer with the sale rather than requiring re-application (these usually require manufacturer approval of new ownership), how dependent the general manager is on the owner for anything beyond AP, and what the project pipeline and average project size look like beyond the existing service contracts. A buyer stepping into an authorized integrator with a 28-year reputation and a passive ownership model inherits both the customer base and a market growing on hybrid work conferencing and digital signage demand.