Garage Door & Floor Coating Contractor, North Dakota

$3.7M

Revenue

$1.6M

SDE

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Full Editorial Writeup

This is a North Dakota home services contractor operating as a one-stop shop for garage improvements. The Company installs, sells, and services garage doors, garage door openers, polyaspartic floor coatings, and garage cabinets, serving three distinct customer types: contractors, construction managers, and homeowners. It holds an authorized dealership with one of the most prominent garage door brands in the industry, which provides both product supply and brand credibility that is difficult for a new entrant to replicate.

The economics here are the headline. On $3.7M of revenue the business throws off $1,647,000 of EBITDA, a roughly 44% margin that is exceptional for a residential and commercial contracting business. Margins that high usually signal either strong pricing power (helped by the branded dealership and the high-margin floor coating add-on) or an owner who has stripped costs to the bone, which is a diligence question rather than a red flag on its face.

Approximately 70% of customers are repeat business, which is unusual for a category typically thought of as one-and-done. That repeat rate suggests a healthy mix of builder and contractor accounts who reorder across projects, plus homeowners who return for service and upsells (a door install today, floor coating and cabinets tomorrow). The blend of new-construction channel and aftermarket service gives this a more durable revenue base than a pure retrofit installer.

Why we like it

Earnings quality is the standout: $1.647M EBITDA on $3.7M revenue is a ~44% margin, roughly double what most contracting businesses produce. If that margin survives diligence and is not propped up by unpaid owner labor or deferred capex, this is a genuinely cash-rich operation.
The moat is the branded dealership plus the multi-service bundle. Being an authorized dealer for a top garage door brand creates a supply and credibility advantage, while stacking doors, openers, polyaspartic coatings, and cabinets raises revenue per job and defends against single-product commoditization.
Roughly 70% repeat business is remarkable for a category most people assume is transactional. It implies sticky builder and contractor relationships plus homeowner return visits, which lowers customer acquisition cost and smooths revenue across cycles.
The product is essential and non-deferrable enough to hold up in a downturn. A broken garage door gets fixed regardless of the economy, and the contractor channel ties into ongoing construction and repair work rather than pure discretionary spend.

How to improve it

Build a recurring service and maintenance plan for the installed base. Converting the 70% repeat customers into annual tune-up or spring/opener maintenance subscriptions would add contracted revenue and increase the exit multiple by making earnings look recurring rather than project-based.
Push the polyaspartic floor coating attach rate on every door install. Coatings and cabinets are high-margin add-ons, and a disciplined in-home upsell script plus installer incentives can lift average ticket without new customer acquisition spend.
Systematize lead generation beyond word of mouth. A 44% margin business likely underinvests in marketing; a modest paid search and local SEO program targeting 'garage door repair' plus builder outreach could add top-line growth that flows straight to the bottom line.
Segment and expand the contractor and construction-manager channel. Formalizing volume pricing, dedicated account reps, and preferred-vendor agreements with regional homebuilders would grow the most defensible part of the book and reduce reliance on one-off homeowner jobs.
Document and de-risk owner dependence within the first 90 days. Map which relationships, pricing decisions, and estimating knowledge sit with the owner, then hire or promote an operations lead so the business survives the transition and the margin is not owner-labor in disguise.
Tighten pricing and job-costing discipline with software. Implementing field service management (scheduling, quoting, GPS, invoicing) would protect the high margin as the business scales and give a clear read on profitability by job type.
Explore a second location or geographic expansion. If the model works in one North Dakota market, replicating the branded-dealer plus multi-service playbook in adjacent metros is a clear organic growth lever for a buyer with capital.

Diligence notes

Interrogate the 44% EBITDA margin hard. Confirm whether owner compensation, family labor, and normal capex on service vehicles and tools are fully expensed, because contracting businesses rarely run this profitably and add-backs can flatter the number.
Verify the composition and durability of the 70% repeat business. Determine how much is contractor/builder concentration versus homeowner service, and pull the customer list to check whether a few large builder accounts drive most revenue and how sticky they are.
Confirm the terms and transferability of the authorized dealership. The brand relationship appears central to the moat and margin, so review the dealer agreement for change-of-control clauses, territory rights, minimum volume requirements, and renewal terms.
Clarify real estate treatment. The listing states real estate is owned but the asking price is not disclosed; establish whether the property is included, sold separately, or leased back, and get an independent market rent figure to normalize occupancy cost.
Assess owner dependence and post-sale transition. With no disclosed seller involvement offer and unknown years in business, understand who holds estimating knowledge and key relationships, and negotiate a meaningful training and non-compete period.

Source

Originally listed on BizBuySell. View original listing →