📡 SMB Signal: Agricultural equipment manufacturer, locally owned remodeler and home health agency

Hello, and welcome to 📡 SMB Signal by Mainshares! Each week, we spotlight high-quality small business deals, operator insights, and tactical playbooks for buying, running, or investing in Main Street businesses. Join 12,000+ investors and operators staying sharp and deal-ready.

🔍 Deal watch

1. Medicare Home Health Agency

📈 Investment Opportunity
Location: New York
Cash Flow: $630k
LTM Revenue: $2.6M

TLDR: A new acquisition is underway for a Medicare-certified home health agency in Gillette, Wyoming. Founded in 2017 by a seasoned RN, the company serves patients across three categories: Medicare Home Health, Medicaid waiver services, and outpatient physical therapy.

Why is this interesting?

• Stable cash flow: ~$1.8M in revenue with $400K–$600K EBITDA year over year.

• Diversified revenue mix: Income from Medicare, Medicaid, and private therapy reduces exposure to single-payer risk.

• Founder-led quality: Strong care outcomes and operational discipline under an experienced healthcare operator.

2. Custom Fabrication & Ag Equipment Manufacturer

🔑Buyer Opportunity
Location: Florida
Founded Year: 1969
Cash Flow: $1.4M
LTM Revenue: $5.7M

TLDR: The business is a long-standing metal fabrication and ag equipment business operating out of a three-acre industrial site in Central Florida. Known for its commercial metalwork, the company has grown 70%+ in revenue since 2021 under new ownership. With a lean 22-person team, strong recurring builder and ag clients, and growing international sales (Canada, Saudi Arabia), it’s a turnkey operation with room to scale via commercial bids, a satellite office, or power/facility upgrades.

Why is this interesting?

• Diversified, growing revenue—Commercial jobs now account for 50% of fab sales; one product line does $1M/year and is gaining global traction.

• Lean, cross-trained team—Revenue up 60% since 2021 while reducing headcount from 29 to 22. Rework rates <2%.

• Real estate included—8,000 sq ft facility on 3 fenced acres near major FL highways, with space and demand for expansion.

• Recurring B2B + wholesale model—80%+ of revenue is repeat, contract-based, or wholesale, with formal terms and limited bad debt.

• Strong SDE margin (~25%)—$1.44M SDE on $5.75M revenue with room to grow by increasing capacity and outreach.

3. Residential & Commercial Remodeler

🔑Buyer Opportunity 
Location: MA
Founded Year: 1963
Cash Flow: $4M
LTM Revenue: $2.4M

TLDR: For over 60 years, the business has served the Cape Cod and coastal markets as a trusted provider of residential and commercial improvements—from sunrooms and decks to kitchens, roofing, siding, and windows. With a fleet of 15 trucks, full in-house project management, and a 12,000 sq ft showroom/warehouse facility, the business offers turnkey service and a premium brand reputation. Current ownership is semi-absentee, and a buyer steps into a stable team with the capacity to grow through sales hiring.

Why is this interesting?

• All-in-one project management—From design to installation, all services are coordinated in-house. No subcontracting or third-party labor chaos.

• Decades of brand equity—Founded in 1963, the business is a household name in its market, with 75% of business in residential and 25% in commercial projects.

• Minimal owner involvement—Current owner works ~15–18 hrs/week remotely, mainly supporting lead gen and high-level approvals.

• Facility included with purchase option—~12,000 sq ft mixed-use commercial space leased at $13,500/mo NNN; purchase option available.

• Scale-ready operation—Existing ops team and contractors can absorb more volume; hiring 2–3 reps could materially lift revenue.

🎥 Upcoming events

🗓️ Thursday, June 5
👤Host: Yoseph Israel, Founder of Skip The Startup
🕛 12 PM CT / 1 PM ET
👉Register now

Join Yoseph Israel, founder of Skip The Startup, for a live Q&A session on acquiring businesses with little or no upfront capital. Yoseph has bought multiple businesses for just $1 using seller financing and other people’s money—not through luck, but through strategic deal structure and genuine human connection. His methods don’t replace capital—they multiply its impact. Whether you’re buying your first business or expanding your portfolio, this session will show you how to stretch every dollar you raise.

In this session, you’ll learn:

• How to buy your first (or next) bolt-on business for $1 using seller financing

• Why trust and positioning close more deals than term sheets

• How to structure deals that reduce risk for you and your investors

• Why Mainshares capital goes further when paired with strategic structuring

👉Register now

🔑 Top questions asked this week

Every week, we pull real questions straight from Mainshares Network, where small business buyers, investors, and operators swap notes, deals, and advice in real time. Here are some of the top insights from the week.

What should I look out for in a franchise business acquisition?

Q: From the #AskSMB channel

A: From Nate Faygenholtz (Community Member)

You should bifurcate buying an existing franchise vs buying into a franchise. And I’m definitely not an expert - I’ll just call out things I thought about as I did consider the route for a while:

Buying an existing franchise:

• Same as buying an established business except you need permission from the parent franchisor and will need to sign a franchise agreement, which governs the territory, fees, etc. - these are typically 10 year agreements with re-cert fees at the end of that period + when you acquire it may involve transfer fees. Some franchisors are more mature with this than others.

• In this case, you’re acquiring an existing operation + territory. You can only service within the bounds of that territory, otherwise would need to buy new territory which may or may not be available. The caveat there is acquiring other franchisees shops’ “could” actually be pretty easy given you should know essentially what you’re getting. There’s a flip side that selling may be limited but, depending on concept, it may not be and you’d typically offer it up to other franchisees first.

• Focus on what ongoing support the franchisor provides. All these outsourced services are often good for ramp-up but beyond that it can just turn into fees and limitations. You are going to be limited as to what you can do and what systems you use because you don’t own the brand and have to adhere to their policies. My personal opinion is the value of most of these franchise brands in the market is questionable except for the Jimmy Johns or McDonalds of the world. Budget blinds, Bath TuneUp, Pinks, etc. — think about it as a consumer, do you know what these brands are? Do your customers? Do they care? Minus the big names, I personally doubt the brand outweighs the fees on things like these and google reviews are king.

Buying into a franchise:

• There’s a very formal sales process. This is essentially starting a business with someone else’s roadmap. Some are great but, to be clear, you start with $0. The franchise fees pay for your ramp-up.

• This is cheaper than buying an established business because its mostly fees and a startup package. Note, your fees are often based on revenue not bottom line so calculate that in your forecast given its basically equity-like payments you’ll pay into perpetuity.

• Some franchisors charge absorbent amounts for materials and you can only purchase from their vendors (I’ve been told Subways are notorious for this given the markups on meat; I have a colleague who spent an unnecessary extra 30k on signage w/ another concept due to this). Read their FDD.

• You will call other franchise owners to validate your model. Just know this is all theoretical because their market may be different and some franchise owners will not share their bottom line. The franchisor has to be careful about what they can legally disclose.

• You are going to be restricted on territory, meaning further expansion can be a challenge or mandate you acquire another territory. Same comment on other franchisee acquisitions as above but M&A if you’re acquiring other local competitors is a bit more complex as well because they need to roll into the Franchise’s system. Culture + compensation mechanisms may be a big change.

Hopefully, this helps.

Can I structure a deal with an earn-out if I’m using SBA financing?

Q: From the SBA Loans Rule Webinar

“The sellers have an offer from a private equity group. They have two businesses and I'm trying to buy one of them. They have an offer from private equity, which is a classic earn-out deal.

They prefer the earn-out deal because what they take home is much larger. They get a down payment and then the PE firm is letting them keep fifty percent of their EBITDA for the next three years.

From what I've read about SBA, there’s no way I can do an earn-out deal. If the sellers do prefer it, what would you suggest to someone in my shoes? Should I go through traditional financing? Or could I do a mix of SBA plus traditional financing?”

A: From Ben Woodward (VP Senior Business Development Officer, First Internet Bank)

You can’t structure an earn-out with an SBA loan—those are explicitly not allowed. What you can do is use a forgivable seller note, which is kind of like a workaround. In that structure, the seller note can be reduced based on future performance milestones, but it has to be structured carefully.

Trying to combine SBA with another form of conventional financing, like splitting the deal in two, is where it gets tricky. You start running into eligibility issues, because you’re essentially trying to isolate a portion of the debt under SBA’s guarantee while keeping the rest separate—which is a red flag for banks and could violate SBA rules.

So if the sellers are pushing for an earn-out-style deal, SBA probably won’t be the right fit. You’d either need to get creative with a seller note structure that aligns incentives or consider alternative financing options that allow more flexibility.

Got a question? Submit your question in the community!

🔁 ICYMI

• The 8 Principles of Building a Valuable Small Business with Kevin Donnelly (Article)

• From Food Truck to Food Network: A Veteran on the Battlefield of War, Life & Business (Podcast Interview)

• Comparing Net Income, EBITDA, Adjusted EBITDA, Free Cash Flow, and SDE (Article)

🎙️ Latest podcast episode

Turn insights into action

Join 1,000+ investors and operators backing the next generation of small businesses on Mainshares. Discover deals, raise capital, and build with a community that’s in the trenches.