Established South Florida Impact Window & Door Company, West Palm Beach Contractor

$9.4M

Revenue

$1.6M

SDE

4.1x

Multiple

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Full Editorial Writeup

This is an established impact window and door installation company operating throughout South Florida, serving homeowners, condominium associations, builders, and commercial property owners. The company runs four dedicated installation crews plus warehouse operations, handling the full workflow from sales and permitting to project coordination, installation, and ongoing service. Project scope ranges from single-family window replacements and custom entry doors to larger condo and commercial installations, giving it diversified exposure across residential and commercial segments.

The business reported roughly $9.4 million in revenue in 2025, up approximately 29% over the prior year, with $1.6 million in EBITDA. That implies an EBITDA margin near 17%, which is healthy for an installation-heavy contractor. Growth is driven by referrals and repeat customers, which signals real brand equity and reputation in a market where quality of install directly affects outcomes during storm season.

South Florida is arguably the best market in the country for impact windows. Florida building code mandates hurricane-resistant glazing in the high-velocity hurricane zone that covers Miami-Dade and Broward, insurance carriers reward impact-rated homes with premium discounts, and an aging building stock in Palm Beach County drives a long runway of replacement demand. The condo association channel is especially attractive given post-Surfside structural reform legislation forcing associations to fund major envelope upgrades.

Why we like it

Earnings quality is solid for the category: $1.6M EBITDA on roughly $9.4M revenue is a ~17% margin, strong for an installation contractor, and the business grew revenue ~29% year over year. At a 4.06x multiple on EBITDA, the entry price is reasonable for a Florida home-services operator with real crews and warehouse infrastructure in place.
The moat is regulatory and reputational. Florida's high-velocity hurricane zone code mandates impact-rated glazing, and the company's growth is driven by referrals and repeat customers, meaning the hard-earned trust and referral flow are not easily replicated by a new entrant. Four trained crews and an established permitting process are genuine operational barriers in a labor-constrained trade.
Market tailwinds are exceptional and durable. South Florida's aging building stock, insurance premium discounts for impact-rated homes, and post-Surfside condo reform legislation forcing associations to fund envelope upgrades all create a multi-year replacement cycle that is largely non-discretionary. Hurricane protection is something Florida owners pay for in any economy.
Operator advantage exists in channel expansion. The listing explicitly flags untapped opportunity to deepen relationships with condo associations, property managers, and builders. A buyer who adds a B2B sales function to an operation that has largely grown on referrals could compound revenue without reinventing the delivery model.

How to improve it

Build a dedicated B2B sales motion targeting condominium associations and property managers. Post-Surfside legislation is forcing associations into major capital projects, and a named rep working this channel with recurring service agreements could convert one-off installs into multi-building, multi-year relationships worth far more than retail jobs.
Layer in recurring service and warranty revenue. Impact windows and doors require periodic inspection, seal maintenance, and hardware service; offering paid annual service plans or extended warranties turns a one-time transaction into a returning revenue line and keeps the brand in front of customers for the next replacement cycle.
Institutionalize referral generation. Growth is coming from referrals, but if it is informal, a structured referral and review program (incentivized customer referrals, automated Google review requests, builder partnership agreements) can lower customer acquisition cost and smooth the lead pipeline.
Tighten crew utilization and job costing. With four installation crews, small gains in scheduling density and material waste translate directly to margin. Implement job-level gross margin tracking to identify which project types (residential replacement vs. custom doors vs. commercial) actually drive profit and bias the sales mix toward them.
Expand builder and new-construction channel. New residential and commercial construction in South Florida requires impact-rated products by code; a contractor supply agreement with regional builders provides predictable volume and backlog that is less sensitive to retail replacement timing.
Formalize a management layer to de-risk the owner dependency. If sales, estimating, or key customer relationships sit with the current owner, invest early in a general manager and documented SOPs so the business can scale and eventually transact again at a higher multiple.
Pursue financing partnerships for homeowners. Offering point-of-sale financing on $20k-plus window packages raises close rates and average ticket size, particularly for cost-sensitive residential buyers who want hurricane protection but face a large upfront bill.

Diligence notes

Revenue and EBITDA are both disclosed in narrative but the listing header shows Gross Revenue as Not Disclosed and no SDE. Verify the $9.4M 2025 revenue and $1.6M EBITDA against tax returns and financial statements, and confirm whether EBITDA is adjusted or reported, since owner addbacks materially change the true multiple.
Dig into the 29% growth figure. Confirm whether the jump reflects durable demand or a one-time surge (e.g., post-storm replacement spike, a single large commercial contract, or pulled-forward insurance-driven jobs) that may not repeat, because the entire multiple assumes this run-rate holds.
Assess owner dependency and transition. The listing discloses no transition support offer and no established year. Determine how central the owner is to sales, estimating, and key account relationships, and negotiate a meaningful training/earnout period given the referral-driven nature of the business.
Review labor and licensing. Four installation crews in a tight Florida trade labor market are a key risk; confirm whether installers are W-2 or subcontractors, verify the contractor licensing is transferable, and assess crew retention and wage pressure.
Examine the backlog, warranty liabilities, and workmanship exposure. Request the current signed-contract backlog, aging of open permits, and any outstanding warranty claims or litigation, since defective installs on impact products carry real liability in a hurricane zone.
Confirm customer and project concentration. Determine what share of revenue comes from the top condo associations, builders, or commercial clients, as heavy concentration in a few large accounts would raise risk and justify a lower price.

Source

Originally listed on BizBuySell. View original listing →