Commercial Facility Services & Landscaping Platform

$2.5M

Revenue

$638K

SDE

2.4x

Multiple

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Full Editorial Writeup

This is a commercial services platform based in northern Florida with facility services work extending into Texas. The company delivers three lines: facility services, landscaping and grounds maintenance, and ancillary vending. Its customer base spans commercial, industrial, property-management, and residential accounts, with roughly 74 active clients and demonstrated experience servicing larger institutional relationships.

The business is positioned as a facility services platform first and a landscaping company second, which matters for how a buyer should underwrite it. Facility services is the primary growth engine and is heavily contract-based, with the seller indicating more than 95% of that revenue sits under contract. Landscaping provides route density and cross-sell, while vending is a small transferable add-on. On 2025 numbers, the company produced approximately $2.52M revenue and $638K management-basis SDE, though the offering is anchored to a more conservative weighted SDE of roughly $550K.

At a $1.5M ask, the deal is being marketed at 2.35x on the higher SDE figure, or closer to 2.7x on the weighted SDE. With an existing management layer and field team already in place, the seller is pitching this as a near-turnkey acquisition suitable for an owner-operator, strategic acquirer, or an established commercial services company looking to bolt on earnings scale and recurring commercial accounts.

Why we like it

Earnings quality is anchored to contracts, not one-off jobs. The seller states more than 95% of facility services revenue is contract-based, which gives the recurring, predictable cash flow profile that buyers should pay up for relative to a transactional landscaping book. That contract base is the difference between buying a route and buying an annuity.
The durability is in the essential, non-deferrable nature of the work. Commercial facility services and grounds maintenance are operating-budget line items that property managers and industrial clients keep paying through downturns because the buildings still need servicing. This is boring, repeatable, and sticky, which is exactly what compounds over a hold period.
There are real cross-sell economics already embedded. Landscaping adds route density while facility services drives the contract revenue, and vending is a small transferable add-on, meaning one truck and one relationship can carry multiple revenue lines. That density lowers cost-to-serve and raises the ceiling on per-client revenue.
The operator advantage is a management team already in place. Daily operations are run by managers, so a buyer is not stepping into a job that collapses the day the seller leaves. That reduces transition risk and makes this workable for a strategic acquirer or a less hands-on owner who wants to bolt it onto an existing platform.

How to improve it

Hire or assign dedicated sales leadership immediately. The seller explicitly flags growth upside through dedicated sales and expanded commercial outreach, which tells you the business has been growing without a real sales engine. Putting one accountable closer against the existing 74-client base and warm referrals is the fastest path to organic lift.
Mine the existing 74 accounts for cross-sell within 90 days. Many landscaping-only clients likely do not buy facility services and vice versa, so build a simple matrix of who buys what and push the missing line into each relationship. This is incremental revenue at near-zero customer acquisition cost.
Pull and pressure-test every contract for term length, renewal mechanics, and pricing escalators. If contracts lack annual CPI-based price increases, add them on renewal to protect margin against labor and fuel inflation. Locking in multi-year terms also raises the asset's value at your eventual exit.
Build a tight labor and route productivity dashboard. Services margins live and die on crew utilization, drive time, and overtime, so instrument revenue per crew hour and route density by zip code. Use that to consolidate inefficient routes and quote new work at proper margin.
Formalize the Texas expansion as a deliberate playbook rather than opportunistic spillover. Facility services already extend into Texas, so document how that account was won and serviced, then replicate it in adjacent commercial markets. Geographic expansion in contract-based facility work is where the multiple of $1.5M can become a multiple of that.
Tighten financial reporting to a clean accrual-basis P&L by service line. The listing only offers a management-basis SDE and a separate weighted SDE, which signals the books need normalization. Clean segment-level reporting lets you see which line truly drives profit and makes the next sale far easier.

Diligence notes

Reconcile the two SDE figures and understand the discount. The seller reports $638K management-basis SDE but anchors the offering to a weighted SDE of roughly $550K, a 14% haircut that needs explanation. Find out what adjustments, owner add-backs, or sustainability concerns drove the lower number before accepting either figure.
Verify the 95%-contract claim by pulling actual signed agreements. Confirm contract terms, remaining duration, auto-renewal versus month-to-month, cancellation rights, and pricing locks. A book that is 95% contracted but month-to-month is materially different from one with multi-year committed terms.
Assess client concentration across the 74 accounts. The listing notes experience with larger commercial and industrial accounts, which is good for credibility but raises the risk that a handful of accounts drive most revenue. Get a revenue-by-client breakdown and understand what happens to cash flow if the top two or three leave.
Probe the real reason for sale, listed only as 'other business interests.' Combined with the SDE haircut and the fact that the seller is not retiring, dig into whether earnings are softening, a key contract is at risk, or labor costs are climbing. The stated reason is vague enough to warrant direct questions.
Examine the management team's depth and retention risk. The turnkey pitch rests entirely on managers staying through and after transition, so confirm who they are, what they are paid, whether they have non-competes, and whether their comp is already in the SDE. If the key manager walks, the turnkey thesis breaks.

Source

Originally listed on BizBuySell. View original listing →