Full-Service Residential Contractor, 15-Year Storm Restoration & Remodeling, Fairfax VA

$9.4M

Revenue

$1.8M

SDE

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Full Editorial Writeup

Founded in 2011, this Fairfax, Virginia general contractor built its book on storm restoration, handling insurance-driven repairs for wind and hail damage, and has since broadened into full-scale residential general contracting. Today it operates as a one-stop shop covering roofing, siding, gutters, drywall, plaster, HVAC, electrical upgrades, kitchen and deck remodeling, water mitigation, and solar and battery installations. The core edge is managing the entire project from inspection to completion, including all interactions with insurance carriers, which removes the coordination burden from homeowners and expands the scope of work per job.

The numbers are the story here: roughly $9.4m in revenue against $1.72m EBITDA and $1.84m in owner cash flow, which is a fat margin for a residential contractor and points to strong pricing power on insurance-funded work. The customer base is highly diversified, with no single client above 1% of revenue, and supplier terms of 30 to 60 days help float the delayed payment cycles typical of insurance claims. The company runs lean at 22 people (9 full-time, 1 part-time, 12 contractors) out of two small offices totaling about 3,000 square feet.

The business is licensed in Virginia, Maryland, DC, and Pennsylvania, with an eye on the Carolinas, Tennessee, and Florida. A solar division was started but stalled after a key employee left, leaving a half-built line generating 15 to 20 leads a month that a buyer could restart. The seller is exiting to focus on other investments, and the deal is being run on a structured process with LOIs due by a fixed date.

Why we like it

Earnings quality is unusually strong for this trade: $1.72m EBITDA on $9.4m revenue is roughly an 18% margin, well above the typical roofing or restoration contractor. Storm restoration work is largely insurance-funded, which softens homeowner price sensitivity and supports the fat margins shown here.
The moat is the full-service, one-stop model plus in-house insurance claim management. Most local competitors only replace roofs, so this company captures roofing plus siding, gutters, HVAC, electrical, and remodeling on the same claim, expanding scope per job and raising switching friction for homeowners who value the single point of contact.
Storm restoration is genuinely non-discretionary and countercyclical to some degree: hail and wind damage happens regardless of the economy, and insurance pays the bill rather than the homeowner's discretionary budget. Being licensed across VA, MD, DC, and PA storm-prone regions gives repeatable demand.
Customer concentration is a non-issue with no single account over 1% of revenue, which materially de-risks the cash flow. Combined with 30 to 60 day supplier terms that help float insurance payment cycles, the working capital picture is healthier than most contractors this size.
There is a clear operator advantage on the table: an already-started solar division producing 15 to 20 leads per month sits dormant after losing a key person, plus reciprocal licensing into new states. A buyer who can hire and retain talent inherits growth optionality that the current owner left unfinished.

How to improve it

Restart the solar division within the first 90 days by hiring or contracting experienced solar reps and securing a permanent AES license. With 15 to 20 leads already coming in monthly and no one converting them, this is high-margin revenue being left on the floor that requires talent, not new demand generation.
Build maintenance and inspection retainers to add recurring revenue to a currently project-based book. Offering paid annual roof and exterior inspections or HVAC service plans to the existing homeowner base would smooth the lumpy claim-driven cash flow and create warm re-sell channels.
Formalize the sales and lead-generation engine so growth does not depend on any single person, which is exactly what stalled the solar line. Document the insurance-claim playbook, install a CRM, and tie rep comp to margin so the process survives employee turnover.
Execute the geographic expansion into Pennsylvania and the Carolinas using existing reciprocal licensing. Opening a Pennsylvania office in a storm-prone region leverages the existing license and playbook without reinventing the model, and can be piloted with a small crew before committing capital.
Tighten working capital around insurance payment cycles by pushing suppliers toward the 60-day end of terms and accelerating claim documentation to speed carrier payouts. Faster cash conversion directly funds expansion without outside capital.
Convert the 12 contractors into a mix of trained W-2 crews where it improves quality control and margin retention. Heavy reliance on contractors caps scheduling control and can erode the one-stop-shop promise during peak storm season.
Layer in referral and past-customer marketing given the diversified base with no repeat contracts. A homeowner who bought a roof is a prime candidate for a deck, kitchen, or solar upsell, and systematic follow-up would raise lifetime value per client.

Diligence notes

Scrutinize the durability of storm-restoration revenue versus general contracting revenue. Storm work is weather-dependent and can spike in heavy hail years, so pull 5-year revenue and EBITDA by service line to confirm the $1.72m is a sustainable run rate and not a recent storm-season windfall.
Verify the insurance-claim workflow and any dependence on specific adjusters, carriers, or a key claims employee. The margin advantage hinges on managing insurance interactions well, and if that expertise sits with one or two people, retention and non-compete terms are critical.
Confirm the real estate treatment and rent. The two offices are owned through an affiliated LLC at $4,000 per month with no formal lease, and the property is offered separately, so validate that post-sale rent is at market and that a real lease will be in place to protect the buyer.
Examine the contractor-heavy labor model (12 of 22 workers are contractors) for worker-classification and licensing risk. Misclassification exposure and reliance on the seller's four-state licensing must be verified as transferable to the buyer's entity.
Test the quality of earnings and add-backs behind the $1.84m SDE versus $1.72m EBITDA. For an insurance-driven contractor, review revenue recognition timing on multi-stage claims, deposit handling, and any warranty or callback liabilities that could hit future cash flow.

Source

Originally listed on BizBuySell. View original listing →