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: California
💼 EBITDA: $500,000
📊 Revenue: $7,000,000
📅 Established: 2010

💭 My 2 Cents: A final mile company can hold the contracts with the shippers without owning a single truck. It hands each route to a driver who works for himself and keeps the spread between what the shipper pays and what the driver takes, so while a business like this shows a lot of revenue but only keeps a thin slice of it, its costs fall in a slow week instead of sitting there. This company has moved packages and auto parts for third-party logistics providers since 2010, out of no warehouses at all, with a manager and a secretary in the office and more than 120 subcontractors on the road. Every commercial client is on a contract, the work still arrives on reputation rather than marketing spend, and the owner's role is already minimal: he is selling because he is relocating out of the country. That said, I'd want the subcontractor agreements alongside how routes get assigned and how closely drivers are supervised, because California's contractor test asks whether the work sits outside the company's core business, and what the paperwork says does not settle it. Then I'd want to know what the largest shippers pay per stop against what the drivers are paid, since that spread is the entire business. I'd also want the certificates of insurance, to see whether the drivers carry their own commercial auto coverage and who is named on them. The auto parts side is the interesting one: a shop orders a part because a car is already on a lift and the repair stops until it arrives, so this company is not really delivering packages, it is restarting somebody else's stopped job.

📍 Location: New York
💼 EBITDA: $350,000
📊 Revenue: $2,000,000
📅 Established: 2023

💭 My 2 Cents: Once a teacher is in the room and paid for the day, every additional child in that room is almost all profit. New York allows one adult for every four infants and one for every five toddlers, with rooms capped at 8 and 12 children, so how full those rooms run is the whole business. This company has run since 2023 and now has 17 to 20 staff under a certified director who runs the building, with the owner living two hours away and coming in about once a week to meet parents and handle paperwork. The franchisor takes 9% of gross revenue, which comes off the top whether the rooms are full or not. The payroll line is the first thing I'd dig into: what the $45,000 to $50,000 a month covers, and whether the director's pay and benefits sit inside it or outside. Then enrollment against licensed capacity, room by room and month by month since the doors opened, since a center in its third year may still be filling. Then the waitlist, room by room, because an infant room that is full with people waiting is a room priced below what parents will pay. A center's year is set in September, when the oldest children leave for kindergarten and the rooms refill from below. That September has just happened, so a buyer looking now sees the year this center actually got rather than the one it hoped for.

📍 Location: Pennsylvania
💼 EBITDA: $250,000
📊 Revenue: $1,200,000
📅 Established: 2018

💭 My 2 Cents: A car under factory warranty goes back to the dealer. The 2015 to 2019 model years were among the heaviest new-car registration years on record and they are rolling off warranty now, which is when that work moves to independent shops, on a fleet whose average car is already 12.8 years old. This shop opened in 2018 and runs on five people: three technicians, a service advisor, and a store manager, with the owner down to roughly 10 hours a month and a call to his manager every couple of days. The technicians are paid per billed job rather than by the hour, so the biggest cost in the building only exists once the work has been sold. What is impressive is that the marketing engine is already built: automatic texting to customers, online booking, QR code mailers, Google ads, and a website of roughly 860 indexed pages. So I'd start with how much of the car count actually arrives through the mailers and paid search rather than through customers coming back. Then car count against average repair order, since the same revenue can be a lot of small tickets or fewer big ones and the common range in this trade is $500 to $749. Then the split between parts and labor, because labor runs 60 to 75% gross margin against 40 to 55% on parts, so a shop leaning on parts is working harder for the same money. A car that has left the dealer does not go back, so every 12-year-old vehicle this shop picks up is a customer for whatever life the car has left.

📍 Location: Florida
💼 EBITDA: $300,000
📊 Revenue: $1,200,000
📅 Established: 2017

💭 My 2 Cents: A large food distributor like Sysco sets a $500 minimum on an order. Everything below that line, and every order placed too late to make a national distributor's cutoff, is the reason a four-person distributor exists at all. This company makes 30 to 35 deliveries a week across southeast Florida and sells three separate things: bulk pantry goods like olive oil and pasta, catering, and prepared meals to take home. Four people run it: two drivers, a warehouse worker, and a chef who runs the kitchen. The owner is turning 70, still in it daily, and would rather stay on with a buyer than retire. I'd start with the revenue and margin split across those three lines, since distribution and catering are different businesses sharing one truck. I'd also want to know how long each account has been buying, since there are no long-term contracts here and tenure is what a buyer would price instead. Then the average order size, because a wholesaler pays almost the same to run a $200 delivery as a $2,000 one, so what a stop is worth is what makes a route profitable. The interesting part of this business is the kitchen buys at its own wholesale cost instead of a distributor's price, so the same catering job carries a higher margin here than at a caterer buying from somebody else.

📍 Location: Indiana
💼 EBITDA: $300,000
📊 Revenue: $1,200,000
📅 Established: 2020

💭 My 2 Cents: A retailer with hundreds of stores does not phone a contractor when a cooler dies. The store logs it in facilities software, a work order opens, and it routes to a provider the platform has already ranked on speed, price, quality, and how often it closes a job on the first visit. This company takes its major accounts' work exactly that way, and has run since 2020 with three full-time technicians, one part-time, a dispatcher handling work orders and invoicing, and the owner's wife managing the books. It has never spent a dollar on advertising, the work arriving on van lettering and word of mouth. The owner still works in the field himself, but he would rather this be a merger or partnership than a straight sale, and would stay a couple of years to help grow it. In fact, he just hired the company's first salesman to go after preventive maintenance contracts. The provider scores are the first thing I'd ask to see. Then how much of the revenue arrives through the platform versus the accounts that call directly. Then how many customers run systems holding 50 pounds of refrigerant or more, because at that size a leak stops being a judgment call: federal rules give the owner 30 days to fix it or start planning to replace the equipment. In a business this size a buyer usually has to take the seller's word for how good the work is, but here the clients have already scored it, and the ranking is something a buyer can read before making an offer.