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: North Carolina
💼 EBITDA: $365,000
📊 Revenue: $1,400,000
📅 Established: 2009

💭 My 2 Cents: A family paying for a ramp out of pocket waits on nobody's approval. Original Medicare covers a wheelchair and not the ramp that gets it through the front door, and grab bars and stair lifts sit outside it too, so this work gets scheduled by the household and invoiced without a claim behind it. This company recently hired an operations director who has taken the day to day off the owner, with an admin on scheduling and two project managers running jobs in the field. Larger clients signed recently have the company forecasting $2.3 million over the next 12 months, with the labor reaching them through 1099 crews spread across the country. That said, I'd want to see which of those recently signed clients are contracted versus projected and when each one starts, because the schedule decides whether that revenue lands in a buyer's first year or the seller's last. I'd also want to know how many of the crews have done more than a handful of jobs, since a badly anchored grab bar is this company's liability and the crew that set it has moved to the next job. The owner built the referral network, so what to negotiate is a transition period long enough for the introductions to happen. Those referrals arrive on their own schedule (a stair lift gets called in after a fall or a hospital discharge, not when the market looks good) so a buyer here is acquiring demand that never waits for a season.

📍 Location: California
💼 EBITDA: $175,000
📊 Revenue: $400,000
📅 Established: 2016

💭 My 2 Cents: Roughly two-thirds of new on-course golfers now arrive having already hit balls indoors, at a simulator, a range, or an entertainment venue, which means a teaching business meets a golfer before the golf course does. The owner of these two facilities is a PGA professional who handles the back office and works the golf community for leads, while the instruction itself is delivered by five independent contractors across the two sites. The business sells membership agreements, so a slow week still gets billed. Still, I'd start by asking what happened to the member count the last time a contractor left, because the answer tells you whether these people are members of a facility or students of one teacher. The contractor agreements are worth reading against how the teaching day actually runs, since California starts from the presumption that anyone doing a company's core work is an employee, and instruction is the core work here. Booked hours by time of day at both sites would fill in the rest, because a training room earns nothing in an unbooked hour and pays rent in it either way. A buyer's growth here looks like a third site, where the lease is the easy part and the hard part is finding another person with standing in a local golf community, and that is what fills a calendar before the doors open.

📍 Location: California
💼 EBITDA: $500,000
📊 Revenue: $3,500,000
📅 Established: 2013

💭 My 2 Cents: A recycling yard buys material by the load and sells it by the grade, so two loads that look the same can leave the yard worth very different money depending on how well they were sorted. A recycler has almost no say in what the market pays, so sorting is the one lever it owns, and here that lever costs 21 people on the payroll, with the owner at about 30 hours a week over them. Material arrives through word of mouth and referrals, and also through a sales team and about $2,000 a month of digital marketing, so the company goes out and finds its supply rather than waiting for it at the gate. Three years of revenue broken out by material and by tons moved is where I'd start, because the price a recycler sells at is set somewhere else and the tonnage tells you whether the business grew or the market simply paid more. Then that tonnage needs tracing back to the accounts the sales team opened, since nothing here is under contract and a supply relationship that lives with one salesperson leaves when that person does. Anyone wanting to compete with this starts at a city planning counter and not at an equipment dealer, because a new yard in California usually needs local land use approval and an environmental review before it can take a single load, and that is time a buyer here does not spend.

📍 Location: South Carolina
💼 EBITDA: $360,000
📊 Revenue: $700,000
📅 Established: 2023

💭 My 2 Cents: Making candy is getting cheaper and buying it has not. Cocoa costs less than half what it did at the end of 2024, while chocolate on the shelf runs about 14% higher than a year ago, because the big manufacturers are still working through beans bought at the old price. A shop making its own candy buys at the new price and sells at the raised one. These two stores are known for specialty fudge and cakes. One co-owner works full time with her daughter alongside her, three or four part-timers cover the customer side, and the other owner takes the numbers at night. That said, the whole read here turns on whether the fudge and cakes are made in the store or bought in, and on who stays past a sale, since both owners are leaving and one full-time staffer is family. The $75,000 of inventory answers part of that by itself, because a shop that makes its own carries ingredients while a reseller carries finished boxes with dates on them. I'd also want the monthly sales split across a full year, because a fudge and cake shop can make its year in the six weeks around the holidays, and a buyer taking over in February is funding payroll for a while before the register catches up. Whatever the mix turns out to be, cheap cocoa is a window and not a new floor, since beans have already climbed back off the spring low while shelf prices have yet to catch down. So the thing to settle at the table is which cocoa year the asking price is built on.

📍 Location: New York
💼 EBITDA: $450,000
📊 Revenue: $700,000
📅 Established: 1998

💭 My 2 Cents: In propane, whoever owns the tank in the yard owns the customer, and New York put that into statute in 2022, so another supplier cannot legally fill a tank it does not own except in an emergency. The customers here are on lease agreements that require them to buy their gas from this company, and the sale includes two tanker trucks plus the tanks already installed at customer properties, valued at around $800,000. The owner runs the whole route alone with no employees. That said, I'd want the customer count split between tanks the company owns and tanks the homeowner owns, because a customer on a leased tank has one supplier while a customer who owns the tank can call anybody. I'd also want to see annual gallons delivered rather than dollars, since the dollar figure moves with the price of gas while gallons say whether the route is growing. Then I'd want to know where the gas is bought and on what terms, because a one-truck operator usually buys at a different price than a company filling ten, and that spread is the margin a buyer inherits. This owner stopped advertising because he could not deliver what the advertising produced, so a buyer's first hire here is a second driver, and the demand for that seat has already been tested.