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: Western Florida
💼 EBITDA: $1,000,000
📊 Revenue: $2,500,000
📅 Established: N/A

💭 My 2 Cents: Most pool businesses run on new construction, which is cyclical, permit-dependent, and softens hard when interest rates rise. This Western Florida operation is built entirely on remodeling and repair work, which is the recurring layer of the pool industry where every installed pool eventually needs resurfacing, equipment replacements on a predictable cycle, and tile or coping work as it ages out. Florida has the most residential pools in the country and an aging installed base, so the demand pool keeps growing whether or not new construction holds up. The owner is already part-time doing only occasional site visits and supply coordination, with all labor subcontracted to established crews on multi-year relationships and one employee handling every sales and customer interaction. That single sales employee is both the operational standout and the central risk in the same breath, since the entire front of the business routes through one person. I'd want to know how long that employee has been in the role and how their compensation incentivizes them to stay, what the revenue split is between repair tickets (smaller, faster, higher frequency) and remodel projects (larger, longer, lower volume), and whether the subcontractor relationships are documented in writing or held together by handshake. For a growth-minded buyer, every resurface and equipment swap is a service contract waiting to be offered, and routing even a fraction of these customers into recurring maintenance is what converts recurring demand into recurring revenue.

📍 Location: Georgia
💼 EBITDA: $1,000,000
📊 Revenue: $3,500,000
📅 Established: 2016

💭 My 2 Cents: Off-duty police staffing is one of the most fragmented categories in security services, with most operators running small rosters of 50 to 100 officers built around a single former cop with local department relationships. This operation has a roster of roughly 500 subcontracted officers matched to jobs by a single remote dispatcher, with the owner spending only three hours a day on payroll, invoicing, and data entry into client systems. The model functions as a labor marketplace at this size, and the operating leverage shows up in how lean the back office actually runs. The 1099 model would normally be a red flag in security services, but off-duty police officers are one of the few categories where independent contractor status is genuinely defensible because each officer carries their own POST certification and authority independent of the company. The real diligence question is customer concentration, since the largest contract generates 18 to 20 jobs daily and represents the kind of share that can reset the entire business if it walks. I'd also want to understand what liability and umbrella insurance the company carries for officer deployments, officer retention/churn, and whether the dispatcher's commission structure incentivizes them to stay through transition. The tailwind is structural: as public departments shrink under record staffing shortages, demand for sworn presence doesn't vanish, it migrates to the privately funded off-duty channel, and a 500-officer marketplace sits squarely in its path.

📍 Location: Florida
💼 EBITDA: $2,000,000
📊 Revenue: $17,000,000
📅 Established: 2000

💭 My 2 Cents: Outdoor living is the rare construction category that runs on remodel rather than housing starts, which is what makes it durable when transactions dry up and turnover slows. Hardscape sits right in it, and Southwest Florida layers wealth migration, second homes, and post-Ian rebuild demand on top. This 26-year-old Southwest Florida operation has $8 to $9 million in committed backlog, which is roughly six months of forward work already booked. But the more interesting fact is that this is actually three businesses operating under one roof. There's the installation contracting business that's the visible part, a manufacturing line producing porcelain pavers that creates a product margin layer most hardscape companies don't have, and a patent on industry tools owned by the seller. Most hardscape contractors at this size are installation-only operations buying their materials from regional distributors, so vertical integration into manufacturing plus IP protection is rare in what typically comes up for sale. The operation also runs with a full administrative structure including HR, operations, accounting, and a dedicated sales team. That said, I'd want to understand the remaining life and scope of the patent and what licensing potential it carries, what percentage of revenue is paver manufacturing versus installation labor, and how exposed the backlog is to new construction versus storm-related remodel given the post-Ian rebuild cycle still playing out. The owner is considering acquiring a landscaping company to broaden buyer appeal, but the landscaping bolt-on is something a buyer could do themselves after close, on their own terms, rather than inherit at the seller's price.

📍 Location: Oklahoma
💼 EBITDA: $1,200,000
📊 Revenue: $2,200,000
📅 Established: 2006

💭 My 2 Cents: In manufacturing, when customers supply their own raw materials and pay only for processing, it's called a tolling arrangement, and the economics look completely different from typical fabrication where the shop carries material inventory and bears price risk. This Oklahoma operation has spent 20 years building that model, with customers providing all the raw materials so the company only carries labor and consumables as expenses. The operation runs with 15 employees and a manager handling 90% of customer management, while the owner focuses on payroll, invoicing, and daily customer contact. The company hasn't spent a dollar on marketing since 2008 and has no website, with everything flowing through reputation and the initial major customer relationship that built the business. The powder coating line added October of last year is the visible growth lever, but it's only been operational for months and the EBITDA may not yet reflect either its full revenue or full cost base. I'd want to understand the customer concentration today and how much revenue still ties back to that founding relationship, what utilization looks like on the new powder coating line, and whether the manager has direct customer relationships or routes everything through the owner. The customers processing their own material through the shop are almost certainly doing it on an ongoing production basis, not job by job, so the work likely repeats with their output.

📍 Location: Texas
💼 EBITDA: $600,000
📊 Revenue: $1,000,000
📅 Established: 2014

💭 My 2 Cents: An RV shop booked six weeks in advance with zero paid advertising tells me the demand side is solved, and the question for a buyer is whether the supply side can scale to meet it. This East Texas operation runs six distinct revenue streams under one roof (repairs, annual inspections, emergency mobile roadside, consignment sales, collision and paint and body, and rental displacement at up to $300 per day), which is unusual in a category where most independent shops focus on one or two services and refer the rest out. The annual inspection program covers 80 to 120 point checklists and pulls customers back through the door every year, which is the closest thing to a maintenance contract this category supports. That said, the owner handles every aspect of the business alongside four 1099 contractors, so this is best suited to a buyer ready to get their hands dirty and step into daily operations. I'd want to understand the revenue mix across the six streams (since rental displacement and consignment sales have very different economics than core repair labor), what reclassifying the contractors as W-2 employees would do to the cost base, and whether the inspection database could be turned into a paid maintenance program that formalizes the recurring revenue already in motion. Independent RV repair is overwhelmingly fragmented into single-bay shops, so a multi-stream operation generating this kind of organic call volume almost never comes up for sale.