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: Delaware
💼 EBITDA: $270,000
📊 Revenue: $800,000
📅 Established: 2014

💭 My 2 Cents: A boutique fitness studio sells a spot in a small, instructor-led class rather than a room full of machines, and the instructor is usually paid the same whether 8 people show up or 20, so the money is made by filling classes already on the schedule. That's a good model to own right now, since boutique studios led every other kind of fitness facility in visit growth from February through July this year. This company runs three studios, and a full-time manager already handles a growing share of the day to day. The owner's role is down to hiring, choosing marketing providers, and setting overall direction. That said, I'd want to see sign-ups and cancellations month by month at the newest studio, which opened in May into a strong summer, since that tells you whether its members stay through the colder months. Most memberships run on annual agreements, so the renewal rate is the number I'd chase next: how many members signed again when their year was up, which shows how much of next year's revenue the current members cover. The owner still teaches some classes, so I'd want to know how many a week and how full they run next to the rest of the schedule, since that measures how much attendance follows the person selling. On the question of whether members stay, one thing already helps: the owner is open to teaching after a sale, so a buyer can step in without members losing a familiar face at the front of the room.

📍 Location: California
💼 EBITDA: $500,000
📊 Revenue: $2,100,000
📅 Established: 2016

💭 My 2 Cents: A moving company gets paid before the customer gets their furniture back, since California gives the mover a lien on the load and the goods come off the truck once it is paid. Add a move date someone else’s lease or closing already set, and a job sitting on the calendar two or three weeks out is money in the bank the day the truck finishes, not an invoice to chase. Based in Southern California since 2016, this company books that far ahead, filling the calendar with steady paid marketing on top of repeat customers, realtors and referrals. Employees run the moving itself, and the owner puts in about 10 hours a week on calls, estimates and bookings. The fleet comes first: I’d want the year, mileage and repair spend on each of the five trucks, since the whole fleet and the moving equipment are valued at about $100,000 while one new 26-foot box truck runs about $115,000. Then how much of the booked calendar doesn’t rely on paid advertising, since realtor, repeat and referral work is the part a buyer keeps without an ad budget. And how many jobs the trucks and crews can run in a peak week against what they ran this June, since June is the busiest moving month and the gap between booked and possible is the growth. Moving is also less seasonal than its reputation: summer is about 30% of US moves against 23% in winter, so a quiet quarter is lighter rather than dead.

📍 Location: Georgia
💼 EBITDA: $300,000
📊 Revenue: $2,000,000
📅 Established: 1918

💭 My 2 Cents: Georgia does not require a pharmacy’s owner to be a pharmacist, so someone who has never filled a prescription can own one, provided a licensed pharmacist runs the prescription department. This independent has been open since 1918 and pairs retail dispensing with GLP-1 compounding, custom-mixed versions of the drugs in Ozempic and Zepbound. Compounding is the part of the counter the pharmacy prices itself and collects at the register, while the other nine in ten prescriptions take what an insurance plan pays, whenever it pays. The owner fills prescriptions one or two days a week, but six or seven people work here, so those hours are coverage a buyer can hire, and the $150,000 to $200,000 of stock on the shelves comes with the sale. The GLP-1 share of revenue is what I’d want first, with how many of those prescriptions carry a documented reason that patient needs a compounded version, since the FDA closed the shortage pathway in 2025 and individualized need is the only ground left. Then what a compounded prescription nets against a retail one. And which of the long-tenured management members come with this business, since they currently work across the owner’s companies. Set those aside and what a buyer is really acquiring is the ability to compound at all, not the GLP-1s, since the same room, license and doctor relationships can make hormone therapy or pain medication instead, the two biggest categories in the trade.

📍 Location: Virginia
💼 EBITDA: $570,000
📊 Revenue: $1,900,000
📅 Established: 2013

💭 My 2 Cents: Most flooring installers work as independent contractors rather than employees, so a flooring company is mainly a sales and scheduling business that wins the job and hands the install to a crew it doesn’t employ. Homeowner remodeling spending grows only about 2% a year, so a slow month is normal in this trade rather than a warning, and the companies that do well are the ones a slow month costs nothing. This company works exactly that way, with four commission-only salespeople and every install subcontracted, so most costs only show up when a job does, and what is left for the owner is payroll, scheduling and administration. That said, the crews are where I’d start: how many take this company’s jobs, how long each has worked with it, and how much of the work the busiest two or three handle, since a deeper bench means no single crew leaving would hurt much. I’d also want how the inbound leads split across the four salespeople and what each closes, which tells a buyer whether growth means more leads or another salesperson. And how often crews go back to fix a floor and who pays, since the customer’s contract is with the company rather than the crew that laid it. Whatever those answers show, the customer flow belongs to the business: leads come through its own website, reviews and referrals rather than any one rep’s contacts.

📍 Location: Missouri
💼 EBITDA: $500,000
📊 Revenue: $5,000,000
📅 Established: 2003

💭 My 2 Cents: Selling through distributors puts a small producer’s products in front of buyers it could never reach with its own sales team, while selling direct keeps the margin a distributor would have taken. This company does both, has run since 2003, sells under its own brand names with about six trademarks, and finds customers at trade shows as well as through distributors. Four employees operate the production equipment, and the owner covers everything else and is looking to retire. Materials are where I’d start, since a production crew of four turning out this much revenue means most of each sale is likely material passing through, so I’d want the main inputs and how much of any recent price increases reached customers. Then how many distributors carry the products and what share the biggest one or two move, since twelve distributors where one does most of the volume is really one distributor. And whether the direct business sells to the same buyers the distributors call on, because a distributor has little reason to push a product its own supplier is already quoting. What makes food worth owning is not growth: through the 2008 recession, inflation-adjusted grocery spending fell only about 1% a year while restaurant spending fell twice that, so demand here bends rather than breaks.