New Off-Market Businesses For Sale

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NEW OFF-MARKET DEALS

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📍 Location: Maryland
💼 EBITDA: $1,500,000
📊 Revenue: $15,000,000
📅 Established: 1972

💭 My 2 Cents: Thermoforming heats a plastic sheet and pulls it over a mold, and that mold is cheap: about $500 to $15,000, versus up to $300,000 for a complex injection mold, so forming usually wins on large parts and shorter runs (i.e. the side panels on a tractor, the housing around a hospital monitor, the interior walls of an RV or boat). Those equipment makers keep swapping metal panels for plastic ones that weigh less and hold up better, and since a big part costs a lot to ship, they tend to buy from a shop nearby. Since 1972, this company has done its own forming, CNC machining (computer-guided cutting), tooling, and fabrication from a 44,149 square foot plant on 3.23 acres, plus a leased 18,000 square foot warehouse. Leaders already run sales, business development, engineering, quality, production, and daily operations, over what has historically been about 56 non-union employees. Work comes through long-standing relationships, repeat orders, networking, and direct sales, some of it on blanket purchase agreements (a standing order at set terms), and revenue has held steady since 2023. That said, I’d want to know whether those agreements let price move with the cost of plastic, which decides whether a price spike hits this company’s margin or the customer’s. I’d also compare today’s headcount with that historical 56, which shows whether the next round of growth needs more people on the floor or more people selling. One thing already works in a buyer’s favor: every repeat order runs on a mold this company built and keeps in its own plant, so the work that comes back is already set up rather than something a buyer has to win again.

📍 Location: North Carolina
💼 EBITDA: $2,400,000
📊 Revenue: $8,000,000
📅 Established: 2006

💭 My 2 Cents: A sewer contractor lays and replaces the pipe that moves a town's wastewater, and on grant-funded jobs the money is approved before the work is bid. North Carolina keeps funding this work: over $472 million for water and wastewater projects in February 2026 and $244 million more in July. Since 2006, this company has found work by tracking grant programs, buying leads from bid services, and taking engineers' referrals on upcoming bids. A management team runs it independently, so the owner works by choice and now wants to retire. The owner's wife is on the 23-person payroll but not in operations, so neither exit should leave a major gap. That handoff also comes with a cushion: a $25 million backlog of projects under project-based contracts, about three years of work at today’s pace, carries a new owner through the transition on jobs already won. The first thing I'd check is which programs fund the backlog and the roughly $50 million of grant-funded projects in its region each year, since pandemic relief money must be paid out by year end and the infrastructure law's extra water funding ended with the 2026 budget. Then bonding capacity, since North Carolina requires full-contract bonds on public jobs over $300,000 and a bonding company re-checks any new owner, so the question is how much the backlog already ties up. Set those aside and the best part is the pipeline: most new work comes from watching public grant programs, a routine a buyer can keep running on day one.

📍 Location: New Jersey
💼 EBITDA: $220,000
📊 Revenue: $544,000
📅 Established: 2010

💭 My 2 Cents: Local florists are winning Mother's Day back: 23% of flower buyers used one in 2025, up from 15% in 2022, and the average purchase hit a record $71. Open since 2010, this shop does retail and design work and also holds contracts with hotels, so part of its revenue doesn't wait for a holiday. New customers come through referrals and a social media coordinator at $1,200 a month. The owner, who runs three other businesses and wants to slow down, is semi-absentee because its designers and florists run the day-to-day. What the hotel contracts cover matters most here, along with how long each hotel has been a customer, since standing weekly orders are the steadier revenue and event work is bigger but lumpier. Revenue by month tells you how much the hotel work evens out the holiday peaks, and whether it runs year round. And since floral experience would help a buyer here, I'd want to know how long the lead designers have been with the shop, because a buyer without that background is relying on their skill. The good news is that the field has thinned: the U.S. went from 26,728 flower shops in 1996 to fewer than 12,000 in recent Census counts, so a buyer is stepping in with likely far fewer local rivals than a shop faced a generation ago.

📍 Location: California
💼 EBITDA: $300,000
📊 Revenue: $1,200,000
📅 Established: 2023

💭 My 2 Cents: An indoor playground earns from two kinds of visits: kids who drop in to play, and birthday parties that parents book ahead, which means part of the schedule is sold before the day arrives. This company runs both across two locations in Southern California, one opened three years ago and the other about 18 months ago, with party packages in customizable themes that parents book through an online system. The same seven to eight part-time staff are trained to work at either location, while the owner oversees the business with limited involvement in daily operations and is now selling to fund another venture. How far ahead the party calendar is booked is what I’d pin down first, which shows how much of the next few months is already sold. Then I’d want each location’s revenue from its first 18 months side by side, which shows whether the newer site is growing as fast as the first one did. That matters here because California has about 760,000 fewer children than five years ago, so a new location has to pull families away from other options rather than count on more of them showing up. And with an all part-time crew, I’d want to know who handles scheduling, ordering and party coordination when the owner isn’t there, which tells a buyer what they’ll need to take over on day one. Worth noting: two openings about 18 months apart mean a buyer is acquiring a launch playbook that’s already been run twice, so a third location is the natural growth opportunity.

📍 Location: Illinois
💼 EBITDA: $600,000
📊 Revenue: $6,000,000
📅 Established: 1999

💭 My 2 Cents: The hardest part of running a used car lot is finding cars to put on it: lease returns, a key source of nearly new used cars, are projected at about 3.2 million in 2026, down from over 5 million at their peak. In business since 1999, this dealership buys through online auctions and picks up trade-ins in bulk from several new car dealerships, sometimes 20 cars in a single visit. The owner wants to semi-retire in another state, and on the 10-person team a manager now handles about 80% of what the owner used to do, leaving the owner on inventory buying and daily cash accounting. The first thing I’d want is last year’s cars broken out by source, how many came from each dealership and how many from auctions, which shows whether the inventory leans on a couple of relationships or is spread across many. Then gross profit per car by source, since a car picked up straight from a dealership avoids the auction’s fees and shipping costs. And I’d want profit per car split between the car itself and what’s sold with it (arranging the loan, a service contract), since at many dealers the finance side now earns more per car than the car does. Whatever those answers show, demand isn’t the hard part: independent dealers sold 9.8 million used cars in 2025, a third straight year of growth, so a buyer who keeps this lot stocked sells into a growing market.