General Contracting & Roofing Company, Hillsborough County FL

$535K

SDE

4.5x

Multiple

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Full Editorial Writeup

This is a Tampa-area (Hillsborough County) general contracting and roofing operation working across three lanes: commercial buildouts, specialized roofing, and high-end residential renovations. The listing positions it as more than a storm-chasing roofer, leaning on relationships with commercial developers, corporate tenants, real estate investors, and regional architects to keep a pipeline booked months in advance. The stated $535k cash flow and 4.48x multiple put the asking price at $2.4M, which is toward the higher end for a project-based contractor without disclosed revenue.

The business runs on an established team of superintendents, field crews, and vetted subcontractors, with documented workflows for estimating, procurement, and site management. It is listed as home-based, meaning overhead is light and there is no facility or yard bundled into the price, which supports a cleaner operations-only valuation but also means little in the way of hard-asset downside protection.

What makes it notable is the claimed revenue diversification across commercial, roofing, and residential, which if real reduces the boom-bust cyclicality that sinks most roofing acquisitions. The flip side: with no revenue, EBITDA, or years-in-business disclosed, and cash flow that likely embeds significant owner labor in estimating and business development, the durability of that pipeline is the entire question a buyer must answer in diligence.

Why we like it

Construction and roofing serve non-negotiable needs: roofs fail, commercial tenants need buildouts, and Florida's building stock requires constant work, so the core demand persists through cycles. The listing's claim of a diversified mix across commercial, roofing, and residential is exactly the profile that survives a downturn better than a pure storm-chaser.
The Tampa/Hillsborough market is one of the strongest population and development corridors in the country, giving genuine built-in demand rather than a saturated or shrinking territory. Relationships with developers, corporate tenants, and architects create repeat-buyer channels that are harder for a new entrant to replicate.
A home-based, sub-contractor-driven model means low fixed overhead and asset-light operations, so the $535k cash flow is not being propped up by a heavy facility or fleet burden. That structure preserves margin flexibility if volume dips.
The stated documented workflows for estimating, procurement, and site management suggest the business is not entirely locked in the owner's head, which is the difference between buying a company and buying a job. If verified, that infrastructure supports a cleaner transition and a bolt-on or roll-up thesis in neighboring counties.

How to improve it

Nail down and formalize a maintenance and re-roof follow-up program with past commercial clients to layer some repeat revenue onto an otherwise project-by-project model. Roofing inspections, warranty service, and preventive maintenance contracts can convert one-time jobs into a recurring base that smooths cash flow.
Build out the commercial business-development function the listing flags as underdeveloped, hiring or incentivizing a dedicated estimator/BD rep so pipeline generation does not depend on the departing owner. This directly de-risks the biggest transition threat in a contractor acquisition.
Systematize residential lead generation beyond referrals by investing in paid search, Google Business Profile optimization, and a reviews engine, since inbound residential leads are currently passive. Predictable lead flow reduces reliance on relationships that may walk with the seller.
Standardize job costing and gross-margin tracking by project type to identify which of the three verticals actually drives profit, then reallocate crew and BD effort toward the highest-margin work. Many blended contractors carry unprofitable commercial jobs that only surface with disciplined per-project accounting.
Lock in preferred pricing and formalize the vendor and subcontractor network with written agreements, because the listing cites preferred supplier status as a strength but informal relationships evaporate on ownership change. Contracts protect margin and continuity.
Explore a design-build or specialized roofing service line as the listing suggests, capturing more of the project value chain and differentiating from commodity roofers competing on price. This raises average project value and defends margin.
Implement a project management and CRM platform if not already in place to tie the pipeline, estimating, and scheduling into one system, making the operation more transferable and enabling geographic replication into adjacent Florida counties.

Diligence notes

Revenue, EBITDA, and years in business are all undisclosed, so the first task is obtaining full financials to understand the revenue base behind $535k of cash flow and whether the 4.48x multiple is on SDE or a normalized number. Without revenue you cannot assess gross margin, job concentration, or whether the pipeline claim holds up.
Quantify how much of the $535k cash flow is the owner's personal labor in estimating, business development, and site oversight, because a home-based contractor's SDE often collapses once you pay for a replacement estimator and PM. This determines the true buyer's earnings after installing management.
Verify the claimed revenue diversification and the durability of the developer, corporate tenant, and architect relationships, since much of the value is relationship-based and may transfer poorly. Request a customer concentration analysis and confirm which relationships are the owner's versus institutional.
Confirm Florida general contractor and roofing licensing, and whether the license is held by the owner personally or by a qualifying agent who stays post-sale, as license transferability is a deal-breaker in construction acquisitions. Also review bonding capacity, insurance history, and any open warranty or defect claims.
Scrutinize backlog and work-in-progress: request the current signed contract pipeline, deposit status, and percentage-of-completion accounting to confirm the months-in-advance pipeline claim is real and not seasonally inflated. Backlog quality is the single best predictor of near-term earnings continuity here.
Assess subcontractor dependency and crew stability, since a sub-driven model means labor availability and pricing are outside the company's control. Confirm key superintendents and crews will stay, and evaluate exposure to Florida labor cost inflation and insurance market volatility.

Source

Originally listed on BizBuySell. View original listing →