New Off-Market Businesses For Sale

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NEW OFF-MARKET DEALS

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📍 Location: California and Nevada
💼 EBITDA: $2,000,000
📊 Revenue: $20,000,000
📅 Established: 2005

💭 My 2 Cents: Print has been shrinking for years (US commercial printing revenue is down about 2.1% a year over the past five, and off another 4.6% in 2026), but the part of it that ends up inside a store has kept growing. When a brand runs a promotion inside a retailer, somebody has to print the cardboard stand that sits at the end of the aisle, pack it flat with its shelf strips and header card, and get a box to every store in the chain in time for the day that aisle gets reset. This company is that somebody, with just under 100 employees across facilities in Southern California and Las Vegas, and the owner runs it absentee. Doing the printing and the assembly under one roof is the whole point. A customer who sends over a print file and picks up pallets is buying a commodity and will rebid it on price every time, and a customer whose entire program they run has their inventory sitting in this company's warehouse against a reset date that does not move, so I'd want to know how many of the top accounts are the second kind. I'd also want the share of revenue from customers who were buying a year ago, and which salespeople hold those relationships. Then I'd want the presses listed with age and running hours, because $7 to $8 million of equipment comes with the sale and what a buyer has to replace in the first five years is a different number from what it appraises at today. That equipment matters more than usual right now: the cap on an SBA 7(a) loan is still $5 million, but since July 4 a buyer can stack a 7(a) with a 504 loan for $10 million combined, and the 504 half is the piece built to fund machinery.

📍 Location: Texas
💼 EBITDA: $250,000
📊 Revenue: $680,000
📅 Established: 2002

💭 My 2 Cents: In pest control, what decides whether a route makes money is how tightly the stops sit together, which is why buyers in this category look at a map before they look at a customer list. 8-10 private equity platforms are rolling up this category right now, so whoever buys this has a clear idea of who they eventually sell it to. This one works the small towns north of Dallas. Four full-time technicians and an office manager run it, with one of them acting as service manager over the day to day, and 100% of the revenue repeats on a monthly or quarterly visit. That said, I'd want to understand the monthly cancellation rate and how many accounts have been serviced for longer than three years. I'd also want stops per technician per day and a map of where those accounts actually sit, because the company advertises across 50 towns while four people service them (operators watch for 25 to 30 stops a crew day). And I'd want to know when prices were last raised across the base and what happened to cancellations in the three months after, because a book built over 24 years usually carries long-tenured customers still paying old rates, and that is margin a buyer can take in the first year. Collin County added more residents last year than every county in America but one, and in a route business that kind of growth arrives as houses filling in between stops a truck already makes, so a buyer's cost to serve each account should fall without adding a single town.

📍 Location: Florida
💼 EBITDA: $600,000
📊 Revenue: $6,000,000
📅 Established: 1996

💭 My 2 Cents: This business has never spent a dollar on marketing, and 30 years of work has come in on referrals alone. The equipment is a big part of why: the tallest signs in a market can only be serviced by a shop with a crane truck big enough to reach them, and this one owns two 85 footers. It has been going since 1996 with 26 employees, and the owner is 70, mostly hands off, and willing to stay on as a consultant for about three months. What he still does is manage customer relationships, so I'd want to know which repeat customers deal with him directly and which deal with a project manager. I'd also want the $1.7 million of booked work broken out job by job with the cost still to come, since half that money is already collected and a buyer inherits the obligation to finish all of it. And I'd want the split between new installs and service. Service is its own trade here, enough that the bigger shops run night patrols, driving routes after dark to find the customers whose signs have gone out. The strongest tailwind in signs right now is LED retrofit, with national retail and restaurant chains converting whole fleets of older signs on multi-year programs, and winning one of those replaces quote-by-quote work with years of scheduled installs.

📍 Location: North Carolina
💼 EBITDA: $500,000
📊 Revenue: $2,000,000
📅 Established: 1989

💭 My 2 Cents: Most businesses come to market because the owner is tired. This one is for sale because somebody else decided it had to be: the current owner bought it four months ago while already running a commercial print franchise, and the franchisor called that a conflict and asked him to let the screen printing side go. The shop itself has been going since 1989, with a management team of five averaging 15 years. I'd want revenue broken out by order size and color count, because every color in a design is a separate screen to burn and register at roughly $15 to $30 a screen, and that setup costs the same whether the run is 50 shirts or 500, so run length is what decides whether a job makes money. I'd also want gross margin per job traced month by month across this year, since imported apparel picked up a 10% surcharge in February on top of a base rate that runs 16.5% on cotton tees, and a shop still quoting off last year's blank prices ate that itself. And since the seller has held this shop and a competing print business at the same time for four months, I'd want to know whether any customers or jobs moved between them in that window, because the financials a buyer is reading may not describe the book that actually transfers. Four months of ownership means the seller cannot answer most of these questions himself. The five managers averaging 15 years here can, and they are who a buyer should be spending diligence time with.

📍 Location: Florida
💼 EBITDA: $600,000
📊 Revenue: $1,400,000
📅 Established: 2006

💭 My 2 Cents: You can get paid on a lot of real estate without owning any of it. That is the whole appeal of property management, and in Tampa the underlying buildings are doing well right now: office vacancy just fell to a four-year low, asking rents are at an all-time high, and almost nothing new is being built. The manager's cut is usually 3% to 6% of collected rent, plus a markup on vendor work and a commission on each tenant it places. This company runs apartments too, where vacancy hit a record 10.7% in March. That is worse for the people who own those buildings than for the company managing them, since every unit that turns over earns another leasing commission. Its buildings are large: 100,000 square foot office buildings and 100+ unit apartment complexes, with three on-site managers, a floating manager for the smaller complexes, and four maintenance staff. I'd want fee revenue split between the office side and the apartment side, with the occupancy trend on each over three years. New business arrives through referrals from the couple's real estate brokerage, which is not part of this sale, so I'd also want the share of doors that came in that way over the last five years and what happens to that pipe at close. Florida treats managing property for someone else as licensed real estate activity, so I'd want to know whether the broker's license this company operates under belongs to the seller or to the brokerage she is keeping, because that decides whether her offer to stay on for a few years is a courtesy or a requirement. What a buyer is really acquiring here is a short list of building owners rather than a long list of tenants, so keeping this business is a matter of a handful of relationships going well in year one.