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: California
💼 EBITDA: $600,000
📊 Revenue: $4,000,000
📅 Established: 1986

💭 My 2 Cents: The one thing a domestic textile mill can do that an overseas factory can't is turn a small reorder around in weeks instead of the months a shipping container takes, and this company has built four decades on that edge. Forty US mills have closed in three years, almost all of them trying to out-price imports on commodity runs. The ones still standing sell what a container ship can't deliver, and this company learned that lesson early. The seller is handing it over with a crew of eleven and a book of wholesale accounts that keep coming back. What jumps out to me is close to a year of revenue sitting in inventory, and whether that's a buried asset or a write-down depends on the mix, since raw yarn holds its value while finished goods in last year's colors may be worth cents on the dollar. I'd also want to see what share of revenue comes from wholesale accounts that reorder versus one-time custom jobs, where the 30-40 inquiries a month come from and who quotes them, how old the equipment is and whether parts still exist for it, and how old the crew is and whether anyone under 40 can run those machines. For a buyer who can keep the turnaround times tight, this deal gets more valuable every time another mill closes, because nobody is building new ones and the capacity that's left only gets scarcer.

📍 Location: Florida
💼 EBITDA: $1,300,000
📊 Revenue: $3,000,000
📅 Established: 2006

💭 My 2 Cents: Commercial roofing in South Florida has a demand floor built into law, because the state tightens its building code after every major hurricane and forces owners into stronger systems each cycle, so replacement work keeps coming regardless of the economy. This seller has been in the trade for 50 years and is stepping away, which means a buyer is inheriting a reputation that took a career to build. That said, I'd ask for five years of P&Ls rather than one and look at what a no-hurricane year earns (since storm work makes earnings lumpy). I'd also want the bid-win rate and whether they're winning on price or on relationships with GCs and property managers (relationship wins carry margin and price wins don't), and at this size the whole year might be eight jobs, so I'd check whether one GC or one property group is half the book. The crew flexes from five to thirty with the workload, which usually means subcontractors, so I'd ask whether those crews show up for this company first when a storm hits and every roofer in the state needs labor at once. On insurance, I'd get specific early: what the company pays today for general liability and workers' comp, whether its carrier is still writing roofers in Florida, and whether there's a claims history driving the premium, because coverage costs have pushed plenty of Florida roofers out on their own. Worth noting there are no recurring inspection and maintenance contracts with property managers (which is the most valuable revenue in commercial roofing), so that's either a miss by the seller or the first thing a buyer builds.

📍 Location: Florida
💼 EBITDA: $500,000
📊 Revenue: $4,000,000
📅 Established: 2017

💭 My 2 Cents: Government staffing is one of the few corners of the industry where a small firm can lock in years of revenue at a time, because federal agencies are required to steer a fixed share of their contracting to companies that hold the right small-business certifications. This company carries small-business, disadvantaged, and historically underutilized business certifications, and like most government vendors it wins work through formal bids rather than marketing. They run on a staff augmentation model, meaning the workers sit on this company's payroll and the agency is billed for their time at a markup, so revenue comes from placements that stay put, with some contracts running as long as eight years. The certifications are the first thing I'd pressure test, because set-aside status rides on who owns the business, and a buyer who doesn't qualify can lose not just the certification but the contracts won under it. I'd also ask where each contract sits in its term, check whether one contract dominates revenue and whether a handful of billable people do, and dig into who writes the winning proposals and knows the contracting officers. The quiet advantage in government work is incumbency, since agencies renew vendors who make their lives easy, and a buyer who keeps the placements filled and the paperwork clean only has to defend the moat once every few years.

📍 Location: Florida
💼 EBITDA: $600,000
📊 Revenue: $1,000,000
📅 Established: 2016

💭 My 2 Cents: Excavation is the first trade onto any job site, since nothing gets built until the ground is cleared, graded, and prepped, so the work tracks closely with how much building is happening nearby. Along Florida's Nature Coast that has meant steady demand, and what stands out is how much this company does with just three full-time people and an owner still on the equipment himself. That last part shapes the price, because with the owner still running a machine, part of these earnings is really the wage for his seat, so I'd ask what an experienced operator costs to hire locally and build that into the math. The good news is an equipment operator is a hireable role, unlike the trades where the owner's license or craft walks out with him. On the fleet, I'd want the full list with hours and maintenance records, because in excavation the machines are the business. I'd also ask where the work comes from (whether GCs and builders call the owner directly or he bids and subs), because direct relationships are the more valuable book but the ones that need a real handoff, so I'd want the owner staying on long enough to introduce the buyer to every builder who has his number. There's a real appeal to owning the first trade on site, since excavation gets paid at the front of the job, before the change orders and payment disputes that chew up the finish trades.

📍 Location: North Dakota
💼 EBITDA: $375,000
📊 Revenue: $1,500,000
📅 Established: 2011

💭 My 2 Cents: In the farm and ranch country of western North Dakota, the whole economy runs on heavy equipment, and this shop has spent 15 years combining repair, a parts counter, and used equipment sales under one roof. Dealers offer all three at dealer prices and most independents only wrench, so the combination keeps the farmer in the building year-round. The tailwind is real, with farm repair bills nearly doubled over two decades and this summer's right-to-repair settlement forcing Deere to open its diagnostic software to independent shops for the next decade. That tailwind only helps a shop that can plug into modern equipment, though, so I'd ask whether the team services the newer computer-controlled tractors or only the older mechanical ones. I'd also want to understand the revenue split across repair, parts, and equipment sales, and a look at what's sitting in inventory on both sides of the shop, since used machines are six-figure units and a parts counter in farm country carries deep, slow stock by design. The owner personally handles sales and parts ordering, so I'd structure the deal around him staying through a season or two. The other thing worth asking about is the bench, because diesel technicians are scarce everywhere and scarcer in western North Dakota. In a farm economy where a tractor gets repaired far more often than replaced, an independent with three ways to earn from the same customer is a strong seat, and right-to-repair just made the seat bigger.