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Deal Alert: Semi-Absentee Landscaping Platform With Real Recurring Cash Flow

📍 Location: Confidential (established multi-service operator)
💰 Asking Price: ~$5.6M
📈 TTM Revenue: ~$6.3M
📊 TTM Earnings: ~$1.55M
🌿 Services: Lawn care, landscaping, sprinklers, snow removal & maintenance
🔁 Revenue Mix: ~90% recurring | 75% commercial / 25% residential
🏗️ Assets: $3M+ in owned equipment
💼 Financing: SBA-eligible

🌟 Why This Business is Great:

✔ Built on Contracts, Not Hope

Nearly 90% of revenue is recurring, driven by ~2,000 active customers.
At this scale, that usually signals:

• Long-term contracts

• Embedded customer relationships

• Predictable cash flow

• Reduced dependence on constant selling

This isn’t a seasonal scramble for one-off jobs — it’s a contract-driven operation.

✔ Semi-Absentee by Design, Not Claim

The owner works ~10–15 hours per week.
Daily operations are handled by an existing management team.

That tells me two things:

• Systems already exist

• Knowledge isn’t trapped in the owner’s head

This is a transferable business, not a disguised job.

✔ Pricing Power With Demand Still Exceeding Supply

Pricing sits in the top 20% locally, yet the company is still turning work away.

That combination is rare and valuable. It suggests:

• Strong local reputation

• Customers buying on trust, not price

• Room to grow without discounting

This is real market positioning.

✔ Not a “Mow & Go” Shop

This is a one-stop platform offering:

• Lawn care

• Landscaping

• Irrigation / sprinklers

• Snow services

• Ongoing maintenance

That breadth increases wallet share, retention, and contract stickiness — especially on the commercial side.

🚧 Things a Buyer Needs to Underwrite Carefully

❌ Seasonality

The business is busiest March–November.
That’s normal for landscaping, but buyers must plan:

• Cash reserves

• Debt service timing

• Conservative winter assumptions

Not a deal breaker — just real-world underwriting.

❌ Payroll Distortion in Late 2025

A labor law change temporarily inflated payroll.
This needs to be normalized cleanly for 2026.

This is diligence work, not a red flag — but it matters.

❌ Capacity Constraints

Demand currently exceeds capacity.
Growth here must be deliberate, not rushed.

Adding crews too fast can damage margins if routing, supervision, and KPIs aren’t tight.

🚀 Growth Levers I’d Focus On

🔹 Add Crews Where Demand Is Proven
Waitlists already exist. This is controlled expansion, not speculative growth.

🔹 Expand into Adjacent Markets
Nearby cities offer geographic growth without reinventing the model.

🔹 Push Higher-Margin Services
Sprinklers and landscaping outperform basic lawn work and should be emphasized.

🔹 Modernize Ops & Reporting
Routing tech, service-line KPIs, and cleaner reporting unlock scale or roll-up readiness.

🔹 Contract More Residential Customers
Turning more residential clients into annual agreements increases stability and valuation.

🔍 My Analysis:

This is a strong, real-world acquisition in a boring but reliable industry. The business already has the hard parts figured out: recurring contracts, pricing power, a management team in place, and an owner who is not required day to day. The risks are knowable and manageable — seasonality, payroll normalization, and controlled capacity expansion — not structural flaws. The upside doesn’t rely on aggressive assumptions or flashy marketing, but on disciplined execution: adding crews where demand already exists, pushing higher-margin services, and tightening operations and reporting. For a buyer who understands service businesses and values steady cash flow over hype, this is the kind of deal that can compound quietly and predictably over time.

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Recent Acquisition Stories:
Blackstone’s $4B Power Move

Blackstone is close to buying MacLean Power Systems for more than $4 billion, according to Bloomberg. MacLean makes the hardware used in power transmission—things like grounding products and anchoring systems that utilities depend on every day. Centerbridge bought the company in 2022, and Blackstone beat out other bidders, including ABB, to secure the deal.

💭 My Take

This is a smart, steady deal. MacLean sells the parts that keep the electrical grid running, and that demand doesn’t go away in a recession. The U.S. grid needs upgrades, and electrification is growing fast. Blackstone isn’t chasing hype—they’re buying a quiet company with predictable cash flow and long-term need.

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