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: Tennessee
💼 EBITDA: $1,300,000
📊 Revenue: $7,000,000
📅 Established: 1996

💭 My 2 Cents: A school fields a new team every season. A company onboards staff and runs events. Decorated apparel is renewal demand, not discretionary demand, which is why this category holds up in a downturn far better than something this consumer-facing has any right to. Most shops at this size still have the owner running the floor across multiple production methods each with its own equipment, skillset, and production flow, but this 30-year-old Tennessee operation has built each production method with its own department head, allowing the owner to serve primarily in a CFO role handling only financial management and ad-hoc issues. The business runs with 45 employees and operates entirely on inbound demand and heavy repeat business (with no formal marketing or established sales structure). The seller also recently acquired a nearby competitor that's still being integrated, so a buyer is stepping into a business in active consolidation mode. That said, I'd want to understand the integration timeline and risk on the competitor acquisition, how concentrated the customer base is across the top 10 accounts (since inbound-only businesses can develop hidden concentration), and what the equipment age looks like across each production line given how direct-to-film and automation have reshaped the industry over the past five years. With consolidation already in motion through the recent acquisition, a buyer who continues that playbook in the surrounding market has a clearer path to scale than any single operational improvement would unlock.

📍 Location: Illinois
💼 EBITDA: $420,000
📊 Revenue: $1,000,000
📅 Established: 1980

💭 My 2 Cents: This looks like a hay business and isn't. Most farm operations sell into wholesale channels at commodity prices and earn commodity margins. This one sells hay directly to end customers by text with next-day delivery, and its margins tell you the product is the service, not the hay. It's been doing this for 46 years with five long-tenure employees, including an operating foreman with 20 years of experience who handles order processing, fulfillment, shipping, and collections, while the 74-year-old owner is minimally involved. The willingness to pay for delivery rather than self-load at a feed store is what creates the margin, and it's worth knowing who's paying for it. Horse owners reorder on a tight, predictable cycle since the animals eat year-round, but they churn as individuals come and go. Equestrian facilities are larger and stickier, with real switching costs, but a single lost account moves the numbers. Hobby farms are smaller, seasonal, and the first to drop delivery for self-pickup when money's tight. The mix determines whether the revenue is durable or fragile, and it's the first thing I'd want to see. The seller is projecting aggressive growth this year, and that trajectory deserves scrutiny in a small business with verbal-only contracts. Converting even a portion of those verbal commitments into standing-order subscriptions would formalize the recurring demand this operation already produces but doesn't track.

📍 Location: California
💼 EBITDA: $550,000
📊 Revenue: $3,600,000
📅 Established: 2001

💭 My 2 Cents: In a project-based trade, the owner is often the rainmaker, so the business walks out the door when they do. This Los Angeles flooring company is built differently, with a sales team of 3.5 people managing client relationships independently of the owner, who only handles accounting, bidding, and job supervision. That structure alone makes the transition cleaner than most contractors this size. The deeper advantage is specialization. 80% of revenue is coatings work (polished concrete, epoxies, and terrazzo), the most technically demanding categories in commercial flooring and the ones requiring specialized equipment and training that create real barriers to entry. This 25-year-old operation runs with 20 employees, including five in-house concrete crews and a separate carpet and wood crew. That said, only 3% of revenue comes from maintenance contracts, so this is still primarily project-based work where backlog visibility matters. I'd want to understand the current project backlog and bid pipeline, how concentrated revenue is across the top general contractor or commercial property relationships, and whether the salespeople are expected to stay. A coatings specialist with an independent sales team is rare in a category where most operators are price-competing generalists with the owner closing every deal, and that combination is harder to rebuild than the equipment itself.

📍 Location: Iowa
💼 EBITDA: $450,000
📊 Revenue: $1,000,000
📅 Established: 2000

💭 My 2 Cents: Most HVAC companies don't touch commercial kitchen equipment because it requires separate refrigeration, gas, and steam certifications that don't overlap with standard residential or light commercial HVAC training. This Iowa operation does both, with all employees cross-trained on heating, cooling, plumbing, and commercial kitchen equipment repair, which puts it in a service category most HVAC shops can't access. That access matters because commercial kitchen service sits in an undersupplied corner of the trades: restaurants need warranty-compliant service to protect their equipment investment, which makes the relationships sticky once established. The business reinforces that stickiness with permanent contracts that continue indefinitely unless one party exits, one of the strongest contract structures you'll find on a small HVAC deal. Revenue durability follows from the same structure. Primary services are maintenance (filter changes, spring and fall commercial startups) and commercial cooking equipment repair, so most revenue isn't tied to new construction or one-time installations. I'd want to understand customer concentration across the commercial contract base, what foodservice equipment certifications the team actually carries since that's the moat, and how often the permanent contracts generate work versus sit dormant. The owner is retiring, and the team of four field employees and two office staff was recently expanded with a fifth field hire, the kind of preparation that makes transitions cleaner.

📍 Location: Texas
💼 EBITDA: $460,000
📊 Revenue: $850,000
📅 Established: 2009

💭 My 2 Cents: In tree service, the owner is often the one climbing or running the saw, so the business stops the day they step back. This Dallas operation has already crossed that line, with the owner no longer working in the field and limited to estimates and business management. The work runs through a crew of five 1099 contractors, and customer acquisition leans on word of mouth, referrals, and roughly 260 five-star Google reviews backed by paid placement on Google Local Ads and Angie's List. That review base is a real asset in a crowded Dallas-Fort Worth market where dozens of established tree companies compete. That said, I'd want the revenue mix between removals, trimming, and emergency storm work, since they behave completely differently. Storm work is lumpy and weather-dependent, so a year inflated by a heavy storm season isn't a baseline you can underwrite, and if a meaningful share of trailing revenue is storm-driven, the run rate is softer than the headline. I'd want the equipment picture too, because this is a capital-intensive trade running on bucket trucks, chippers, stump grinders, and cranes, and an owner heading into retirement often stops reinvesting, so a buyer can inherit a fleet due for replacement right as they take over. The real question is whether the owner will stay long enough to teach the estimating, because pricing the work is the one part of this business that three decades built and a handshake can't transfer.