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Preferred Insurance Vendor | $1.171M SDE | Insurance & TPA Relationships | SBA Eligible Own a $3.118 Million Revenue Business with Approximately $388,500 Down Premier insurance-driven restoration... <iframe src="//www.googletagmanager.com/ns.html?id=GTM-PD74W8S" height="0" width="0" style="display:none;visibility:hidden"></iframe> Businesses Franchises Brokers Create your free account Already have an account? Sign In here There is an error with your email address. Please call (888) 777-9892 option 2 to contact us for further assistance. Full Name Please enter a valid name Email Address Please enter a valid email address You already have an account.Sign in to continue Phone Number Please enter a valid phone number Password Your password must be at least 8 characters long and include a number, an uppercase letter, and a lowercase letter. Yes, send me the BizBuySell Newsletter for popular businesses, tips & email promotions. 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Premier Insurance Restoration Platform | $3.118M Revenue | $1.171M SDE Orange County, FL Asking Price:$3,750,000 Cash Flow (SDE):$1,150,000 EBITDA:$1,030,000 Gross Revenue:$3,100,000 Established:2015 Premier Insurance Restoration Platform | $3.118M Revenue | $1.171M SDE Share This Listing Premier Insurance Restoration Platform | $3.118M Revenue | $1.171M SDE Copy Link Link Copied Email Facebook LinkedIn Twitter Reddit Your Name Please enter your name Your Email Please enter a valid email address Recipient Email Please enter a valid email address Send via Email Business Description Preferred Insurance Vendor | $388k Down | SBA Eligible Preferred Insurance Vendor | $1.171M SDE | Insurance & TPA Relationships | SBA Eligible Own a $3.118 Million Revenue Business with Approximately $388,500 Down Premier insurance-driven restoration company serving Central Florida. Preferred vendor relationships with major insurance carriers and TPAs generate recurring project opportunities. Acquire a highly profitable, insurance-driven restoration platform serving the Central Florida market. Unlike many restoration contractors that rely on advertising or commissioned salespeople to generate business, this Company has earned preferred vendor status with major insurance carriers and established relationships with leading third-party administrators (TPAs), creating a recurring pipeline of qualified restoration projects. These relationships have been developed over nearly a decade and represent one of the Company's most valuable competitive advantages. The Company's greatest growth opportunity is not generating additional leads—it's expanding the operational capacity to service more of the qualified opportunities it is already receiving. 2025 Financial Highlights • Revenue: $3,118,000 • Seller's Discretionary Earnings (SDE): $1,171,000 • Purchase Price: $3,750,000 • SBA Financing Available for Qualified Buyers Investment Highlights ✓ Preferred vendor relationships with multiple insurance carriers ✓ Established TPA referral network ✓ Insurance-Driven Lead Generation ✓ Minimal advertising expense ✓ Experienced management team ✓ Significant opportunities for continued growth SBA Financing Illustration* Financing Assumptions - 10% Buyer Down Payment - 9.25% Fixed Interest Rate (Prime + 2.50%) - 10-Year Amortization Purchase Price $3,750,000 Buyer Equity Investment (10%) $388,500 SBA Loan $3,361,500 SBA Guarantee Fee $100,845 Estimated Closing Costs $25,000 Total SBA Financing $3,487,345 Estimated Debt Service Monthly SBA Payment $44,649 Annual SBA Debt Service $535,788 Cash Flow Analysis 2025 Seller's Discretionary Earnings (SDE) $1,171,000 Less: Annual SBA Debt Service ($535,788) Remaining Owner Benefit $635,212 Return on Investment Buyer Equity Investment $388,500 Remaining Annual Owner Benefit $635,212 Estimated Cash-on-Cash Return 163.50% *The SBA financing illustration is provided solely as an example to demonstrate the Company's cash flow and financing potential. Actual loan terms are subject to lender approval, borrower qualifications, creditworthiness, and prevailing interest rates. Next Steps – NDA & Proof of Funds Required To proceed and gain access to the confidential business information: Option 1 – Email Submission: Please complete the attached NDA and email to the Broker along with: * The first page of your bank or brokerage statement, or an online screenshot * Please redact the account numbers, but ensure it shows at least $400,000 available for the down payment Option 2 – Digital Submission (Preferred): Copy/paste the link below into your browser to digitally sign the NDA and securely upload proof of funds via RightSignature: https://secure.rightsignature.com/templates/58fc6b63-b120-4878-ba6e-1195d08858e0/template-signer-link/8ffbf5d815d1271d856fb00225c227df Upon receipt of your signed NDA and proof of funds, you will receive access to our complete due diligence package via a secure Box.com link. Ad#:2479951 Attached Documents NDA_STORM_7-9-26.pdf Detailed Information Inventory: $10,000Not included in asking price Furniture, Fixtures, & Equipment (FF&E): $60,000 Included in asking price Employees: 25 (5 Full-time, 20 Contractors) Facilities: The Company operates from a centrally located leased facility in Central Florida that efficiently supports administrative operations, equipment storage, and daily field dispatch. The location provides convenient access to the Company's primary service territory and supports rapid emergency response.Included in the sale are the Company's operating assets necessary to continue business without interruption, including restoration equipment, vehicles, office furnishings, technology systems, established operating procedures, and business goodwill. The Company's most valuable assets include its long-standing preferred vendor relationships with major insurance carriers and third-party administrators (TPAs), established reputation, and proven operating systems. Competition: The Company operates within the highly resilient property restoration industry, providing essential services following water, fire, and storm-related losses. Unlike discretionary construction projects, restoration work is driven primarily by insurance claims and emergency response, creating recurring demand regardless of broader economic conditions. Growth & Expansion: The business is exceptionally well positioned for continued growth. This business currently receives more referral opportunities from insurance carriers and third-party administrators (TPAs) than it has the capacity to accept.The Company's established preferred vendor relationships have created a recurring pipeline of high-quality restoration projects. Due to current staffing and operational capacity, management is selective in the projects it accepts, creating an immediate opportunity for future ownership to increase revenue by expanding production capacity. Support & Training: The Seller is committed to ensuring a smooth and successful transition to new ownership. A reasonable transition period will be provided to introduce the Buyer to key insurance carrier contacts, referral partners, vendors, employees, and operational procedures. Reason for Selling: Retirement/other interests Business Website: https://www.aegisbuysell.com/storm Business Location Location: Orange County, FL Demographic Information for Orange County Area Household Income Population Age Population Trend Population by Race/Ethnicity BizBuySell EDGE Financial Benchmarks for Florida Other Building and Construction Businesses Gross Revenue Benchmarks Cash Flow (SDE) Benchmarks EBITDA Benchmarks BizBuySell EDGE Listing S
Why we like it
- Earnings quality is strong for the category, with $1.171M SDE on $3.118M revenue, a ~38% margin, achieved with minimal advertising spend. That margin reflects the insurance-referral model where lead cost is effectively zero, which is far healthier than restoration shops paying for Google leads or commissioned reps.
- The moat is the carrier and TPA preferred-vendor status built over nearly a decade. These relationships are relationship-based and slow to earn, they gate the referral pipeline, and they are the single hardest asset for a new entrant to replicate. That is real defensibility in an otherwise fragmented trade.
- Restoration is one of the more recession-durable home services verticals because demand is driven by insured losses and emergency response, not consumer discretionary budgets. Central Florida adds a structural tailwind: storm, water, and hurricane-driven claim volume provides a recurring baseline of work regardless of the economy.
- The operator advantage is unusually clean here because the business is demand-constrained, not lead-constrained. Management explicitly turns away referrals due to staffing and capacity limits, so a buyer who can add crews and project managers captures revenue that is already being offered. That is a rare setup where growth does not require solving marketing.
How to improve it
- Quantify and then attack the turned-away referral volume in the first 90 days. Ask the carriers and TPAs for referral counts versus jobs accepted, then model the revenue of hiring or subcontracting one to two additional crews. If the pipeline data supports it, adding capacity is the fastest, lowest-risk revenue lever available.
- Formalize and diversify the carrier and TPA relationships to reduce key-person and concentration risk. Get preferred-vendor agreements documented in writing, expand the number of active carriers, and ensure relationships are institutional rather than tied to the departing owner. This protects the moat you are paying for.
- Convert the 20-contractor labor model into a mix that includes more W-2 crews or reliable subcontractor agreements to increase throughput and control quality. Restoration reputation with carriers depends on cycle time and rework rates, so locking in dependable production capacity directly protects preferred-vendor status.
- Tighten job-level financial reporting and gross margin by project type (water versus fire versus storm). Restoration profitability varies widely by claim type and by how well you manage supplements with adjusters, so a Xactimate-driven margin dashboard will surface where to prioritize the added capacity.
- Layer in mitigation-to-reconstruction capture. Many restoration firms leave the rebuild scope on the table; capturing more of the full loss (mitigation plus reconstruction) on existing claims raises revenue per job without needing a single new referral.
- Build a light recurring commercial channel alongside the insurance flow, such as property managers and facilities operators who need first-call emergency response. This diversifies beyond pure carrier referral and creates a second demand source that is also recession-resilient.
Diligence notes
- Verify the carrier and TPA relationships are real, current, and transferable. Confirm which carriers, what share of revenue each drives, whether preferred-vendor status survives an ownership change, and whether any relationships are personally tied to the seller. This is the core asset, so concentration and transferability are the make-or-break items.
- Reconcile the reported $1.171M SDE against tax returns and the general ledger, and scrutinize the add-backs. Confirm the FF&E of $60,000 and vehicles included, and clarify why FF&E is so modest relative to a $3.75M asking price given restoration typically requires meaningful equipment.
- Examine the contractor labor structure carefully. With 20 of 25 workers classified as contractors, confirm proper 1099 classification and Florida workers-comp compliance, since misclassification exposure and comp costs could materially change the true earnings and post-close labor cost.
- Stress-test revenue volatility tied to storm cycles. Pull three to five years of monthly revenue to distinguish baseline water/fire claim work from hurricane-driven spikes, because a 2025 number inflated by a bad storm season would overstate normalized SDE and the appropriate multiple.
- At a 3.26x SDE multiple and ~$536k of annual SBA debt service, confirm the deal still covers debt comfortably in a light storm year. Model downside scenarios where revenue drops 20-30% to ensure the remaining owner benefit stays positive after debt service.
- Assess the durability of the experienced management team post-close. Since the owner is retiring and the business is capacity-constrained, identify who actually runs operations and holds the carrier relationships, and secure retention agreements before closing.
Source
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