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: Texas
💼 EBITDA: $2,000,000
📊 Revenue: $5,000,000
📅 Established: 2018

💭 My 2 Cents: Independent pet retail holds up against Chewy for one reason, and it isn't customer loyalty, it's distribution. Premium and raw food brands deliberately restrict sales to independent retailers to protect the channel, which means the products driving repeat visits often aren't available online at any price. Pet food is a consumable with a built-in repurchase cycle, and with over 70% of Austin households owning pets, the store that sets the food captures a recurring purchase that can't be rerouted to Amazon. This operation runs three locations with 25 employees and an operations manager who oversees all stores, so the business doesn't depend on the owner being at any one site. The owner handles back-end operations, staff training, and strategic decisions, while each store has roughly eight employees managing the floor, with zero paid advertising driving any of it. I'd want to know how revenue and profitability break down by store (to see whether one location is carrying the group), repeat purchase frequency and average basket size, and what share of food sales come from channel-protected brands versus lines a customer could reorder on Amazon tomorrow. Three profitable pet supply stores built on word of mouth is a footprint that would take years and significant lease negotiation to replicate.

📍 Location: New Jersey
💼 EBITDA: $300,000
📊 Revenue: $1,000,000
📅 Established: 2015

💭 My 2 Cents: Home healthcare agencies live and die by their referral channels, and 10 or more inbound referrals per day from hospitals and insurance companies tells me this northern New Jersey operation has built the relationships that matter most. Fewer than 400 of the state's roughly 1,000 licensed home care agencies accept Medicaid, and this one has been certified since 2018 with 10 active insurance contracts, so those credentials alone narrow the competitive field significantly. The business runs with 28 staff members, six currently active and the rest on-call, and the retiring owner handles strategic planning and oversight. The catch in home care is that referrals only convert to revenue if you can staff them, and caregiver recruiting is the industry's binding constraint. Six active caregivers against 10 daily referrals is a mismatch worth understanding: it could mean short case durations, referrals that aren't converting, or aides who keep this agency as a backup because pay isn't competitive, and each of those tells a different story about the business. From there, I'd dig into which hospital systems and insurance companies generate the majority of referrals (and whether those relationships are personal to the owner or tied to the agency's credentials), what average patient census and length of stay look like, and how Medicaid reimbursement rates compare to the private insurance mix. The seller is also offering a separate non-emergency medical transportation business as a package, which could feed the same patient base.

📍 Location: Nevada
💼 EBITDA: $250,000
📊 Revenue: $1,000,000
📅 Established: 2022

💭 My 2 Cents: PVC is a commodity, so every distributor sells the same pipe and the business comes down to delivered price and reliability. This operation has simplified the delivered-price problem by working with factory partners in Mexico who coordinate logistics and bundle freight into the per-foot pricing, giving contractors a single delivered cost. The business is only four years old but has assembled a base of roughly 35 clients purchasing monthly and another 75 buying every other month, so the repeat-purchase pattern is forming. Six sales representatives work remotely on a 30% commission structure, so sales costs only show up when revenue does. The owner handles some sales while serving as president, so a buyer is absorbing a sales role on top of oversight. That said, four years of operating history leaves limited data to stress-test through a downturn, and the Mexico sourcing raises questions about tariff exposure and supply chain continuity. I'd want to understand which end markets the clients serve (residential plumbing, commercial construction, irrigation, and municipal water all carry different demand cycles), whether any single factory partner or customer accounts for a disproportionate share of volume, and how pricing compares to domestic suppliers after factoring in freight and lead times. If the numbers hold up, the runway is there: PVC accounts for over 70% of newly installed water and sewer pipe in the US.

📍 Location: New Jersey
💼 EBITDA: $1,100,000
📊 Revenue: $3,200,000
📅 Established: N/A

💭 My 2 Cents: Non-emergency medical transportation is one of the few transportation businesses where demand doesn't move with the economy, because the service is a federally mandated Medicaid benefit and the trips are dialysis, therapy, and medical appointments that happen regardless of consumer spending. This New Jersey operation runs that model in its purest form: two brokerage firms dispatch trips and delegate routes, so work arrives without the company ever marketing to a patient. That's also the central question of the deal, because those two brokers control effectively all of the demand, and in this industry brokers reshuffle provider networks routinely. The operation is lean, with 12 employees, all drivers, and the owner handles day-to-day operations, so a buyer is stepping into the operating seat. I'd want to understand how trip volume has trended month over month (particularly when the brokerages added or dropped providers), what per-trip reimbursement rates look like and whether the brokers have cut them, since rate pressure rather than demand is how NEMT operators get squeezed, and what the fleet consists of (vehicle count, age, ownership versus financing, and wheelchair-accessible mix), because fleet condition is a hidden capex bill in any transport deal. Commercial auto insurance deserves its own line of questioning given how fast premiums have climbed for medical transport, along with whether the 12 drivers are W-2 or 1099.

📍 Location: North Carolina
💼 EBITDA: $700,000
📊 Revenue: $3,500,000
📅 Established: 1983

💭 My 2 Cents: In North Carolina, public construction contracts above certain thresholds require performance and payment bonds through the state licensing board, which limits who can even bid on school, sewer plant, and government electrical work. This operation has been clearing that bar for 43 years with approximately 40 employees and three managers alongside the owner, a crew large enough to run multiple projects of this scope simultaneously. Active contracts include a sewer plant and several school projects, which tells me the company has the bonding capacity and prequalification to compete for this type of work. The catch is that the owner serves as the operator and is retiring, so the transition question is how much of the estimating, bidding, and client relationship management lives in one person versus the three managers underneath. The license question matters here too, since North Carolina electrical licenses attach to a qualifying individual rather than the company, so a buyer needs to know whether anyone on staff besides the owner holds the qualification, because without one the business can't pull permits or bid the day after closing. I'd also want to understand what percentage of revenue comes from public-sector projects versus private commercial work, and how the bid backlog looks for the next 12 to 18 months, since these projects have long lead times and visible award schedules. A 43-year electrical contractor with prequalification status and a 40-person crew is an operation that takes a generation to build, and it's only on the market because the owner is retiring.