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: Idaho and Montana
💼 EBITDA: $600,000
📊 Revenue: $3,478,000
📅 Established: 2011

💭 My 2 Cents: A trampoline park sells the same floor three different ways: walk-up jumping, birthday parties, and school field trips. They are not worth the same. Parties run 35 to 45% of revenue at a healthy park and earn roughly triple per hour what a walk-in jumper does, so the mix decides the year more than the door count does. These three sit across Idaho and Montana, and Idaho is now the second-fastest-growing state in the country. The owners attend a weekly meeting with staff and stay out of daily operations entirely. Two parks run on rosters of about 25 people, mostly part time, while the smallest runs on 6 or 7 and roughly doubles when the season turns, marketing at all three is handled by an outside agency, and the owners will sell the three together or one at a time. That said, I'd want revenue at each park split across those three lines. The attraction list with an install date beside each piece is the one I'd want next, since the trade sets aside 3 to 5% of revenue a year for springs, mats and padding and a buyer inherits whatever is left of them. Then the insurance loss history across all three, since coverage runs 2 to 4% of revenue here, the highest in family entertainment, and the claims record is what prices the renewal. Most multi-location deals are one proven location and a theory about the next. Here somebody has already run three across two states without standing in any of them.

📍 Location: North Carolina
💼 EBITDA: $800,000
📊 Revenue: $2,100,000
📅 Established: 1998

💭 My 2 Cents: Fleets put off replacing equipment through the freight downturn, and the bill for that shows up in the shop: repair and maintenance now costs them roughly 45% more per mile than it did in 2019. That’s why an old truck is a repair shop's best customer. This company fixes commercial trucks and trailers and runs a heavy wrecker that goes out and brings them in. The crew consists of 10 technicians, 2 office staff, a parts runner, and a heavy-wrecker operator, with the owner primarily overseeing the business. The first thing I'd dig into is the revenue split between the repair bays and the towing side, together with how much bay work arrives behind the company's own wrecker, since that tells you whether towing is a second business or the front door to the first one. Then the customer list sorted into fleet accounts versus one-off breakdowns. Then the parts inventory, because a truck waiting on a part is a bay earning nothing and a customer losing a day. Federal rules put a commercial truck through an inspection at least once every 12 months, so part of the demand in this trade is written into law rather than into freight rates, and that is the part a buyer can plan around.

📍 Location: Virginia
💼 EBITDA: $600,000
📊 Revenue: $3,000,000
📅 Established: 1986

💭 My 2 Cents: Servicing an old air conditioner is still perfectly legal. It has just become expensive. R-410A, the refrigerant nearly every residential system built in the last fifteen years runs on, has gone from $8 to $12 a pound in 2024 to $15 to $45 today as the EPA tightens production quotas, and five years of topping up a leaking system now runs $2,000 to $3,500. That is how a repair call turns into a replacement sale, and manufacturers stopped building R-410A equipment at the start of 2025, with the last of the old inventory installable only through January 2026. This business has run since 1986 and has put in more than 15,000 systems. It is a Trane comfort specialist dealer (one of the biggest residential HVAC brands) and carries 2,000 maintenance contracts. Behind them are 5 service technicians, 5 installers, a field supervisor, and 2.5 office staff. The renewal history on those 2,000 contracts is the first thing I'd want: how many are on a second, third or fourth renewal. Then how many of last year's system replacements were sold to customers who already held a maintenance contract. I'd also want the share of last year's replacement sales the owner closed personally, since he handles sales alongside management and is the one leaving. This company turns away close to $1 million of work because it cannot staff the jobs, so what it earns next year depends less on selling than on hiring.

📍 Location: Indiana
💼 EBITDA: $400,000
📊 Revenue: $2,000,000
📅 Established: 2002

💭 My 2 Cents: In most kitchen remodels the cabinets come from one company and the countertops from another. They are separate trades with separate vendors, and the shops that cut countertops get a third to half of their work from cabinet dealers sending it over. Together the two run 55 to 65% of a major remodel budget that now averages $75,000 and up. This operation does both. It runs a cabinet shop and a stone shop, which is where a countertop gets cut from a slab, out of about 35,000 square feet holding an office, a showroom, a production floor, and a warehouse, sited close to a national stone supplier so the slabs do not travel far. Eight full-time employees and around ten subcontractors do the work, and roughly $2 million of contracted work is already booked. The owner carries the general manager title while still talking to customers, unloading slabs, and programming the machines himself. I'd want to know how many customers who buy cabinets here also buy their countertops here, because if that number is low these are two businesses sharing a roof rather than one business with two halves. Then the revenue and margin split between the two shops, since the owner is willing to sell them separately. And I'd want the silica exposure monitoring, since engineered stone fabrication is under an OSHA national emphasis program and California is weighing an outright ban on the work. A stone shop normally spends its time courting cabinet shops for referrals, and this one shares a roof with its own.

📍 Location: Wisconsin
💼 EBITDA: $450,000
📊 Revenue: $1,500,000
📅 Established: 1996

💭 My 2 Cents: Homeowner remodeling spending is running at a record, it's just not going into floors. Flooring demand got pulled forward during the pandemic and the category has been working through that ever since, while total spending on home improvements kept climbing. This business has already moved with it: flooring sales are down from the prior two years while bath and cabinet work is up, and total revenue held steady. It has sold and installed out of a storefront since 1996 on a staff of three, one of them part time, and every installer is a subcontractor. The owner assists with sales, schedules the installers, measures the jobs, and hands the specifications to whoever prices the work. Gross margin by product line across three years is the number I would look at first, since bath and cabinet work prices differently from flooring. What the company pays its crews per square foot versus what it bills the customer comes next, since that says whether installation earns anything or simply passes through. Then I'd want the installer bench: how many crews it works with, and whether they also take jobs from competitors in the same weeks. The advantage a buyer gets here is a cost structure that moves with the work, since paying installers by the job means a slow quarter costs far less than it would at a shop carrying its own crews.