North Shore Long Island Car Wash, 50-Year Full-Serve + Express Operator

$1.6M

Revenue

$683K

SDE

5.9x

Multiple

Subscribe Free

Read the full deal writeup

Get Free Access

Already a member? Sign in

Full Editorial Writeup

This is a 50-year-old car wash operation on the North Shore of Long Island, running two locations that combine a full-service format with an express model. The business serves an affluent, densely populated market where basic full-serve washes command $42 per wash, a premium price point that reflects both the demographics and the limited local competition. It generates roughly $1.6M in annual revenue against $683K in EBITDA, an unusually strong 43 percent margin for the category, on a lean team of just 14 employees.

The standout feature is the membership base: 1,600 express members provide a subscription-style revenue floor that smooths out the notoriously weather-dependent car wash cash flow. Car washes have become one of the most sought-after small business categories precisely because of this recurring membership dynamic, and this operator already has a running start with an established book. The real estate is leased, so the buyer is purchasing an operating business and its customer relationships rather than dirt.

At $4M asking against $683K EBITDA, the deal is priced at roughly 5.86x, a full multiple for a two-site regional operator. The listing explicitly notes the business "can improve," which signals unoptimized membership penetration and pricing as the obvious levers. The half-century operating history in a wealthy, high-density trade area is the core asset here: durable local brand, sticky location, and a captive base of repeat customers.

Why we like it

The margins are exceptional for a car wash: $683K EBITDA on $1.6M revenue is a 43 percent margin, driven by a premium $42 full-serve price and a lean 14-person team. That kind of pricing power only exists in affluent, supply-constrained markets, which is exactly what the North Shore of Long Island provides.
The 1,600-member express base gives this business genuine recurring revenue and a cash flow floor that most single-transaction car washes lack. Memberships smooth out weather-driven volatility and create predictable monthly billing that a buyer can grow through better capture and upsell.
Car washes are structurally recession-resistant: people keep their cars longer in downturns and still pay for cheap, convenient maintenance, and a $42 wash in a wealthy zip code is a small discretionary spend for these customers. Fifty years of continuous operation is proof the demand and location have survived multiple cycles.
With only two washes serving a densely populated, affluent area and the listing itself noting the business "can improve," the operator advantage is clear. A hands-on buyer who pushes membership penetration, dynamic pricing, and add-on services can likely expand EBITDA without heavy capital outlay.

How to improve it

Attack membership conversion at the point of sale. With only 1,600 members against a two-site full-serve base, a disciplined attendant script and a monthly signup quota can materially grow the recurring book, and each net-new member adds high-margin, predictable revenue.
Reprice and tier the wash menu. A $42 full-serve in an affluent market has room for a premium top-tier package with ceramic or interior add-ons, plus a strategic membership price test to lift average revenue per member without meaningful volume loss.
Push the express membership harder since express washes are far higher margin than labor-heavy full serve. Shifting mix toward express memberships and self-service lanes reduces the 14-person labor load and lifts contribution per car.
Install or upgrade CRM and license-plate recognition to reduce membership churn and enable win-back campaigns. Knowing exactly who lapsed and automating re-enrollment offers protects the recurring base that justifies the multiple.
Add profitable ancillary services common to affluent-market washes: detailing packages, express interior cleaning, and vending or fragrance upsells. These carry strong margins and increase basket size on customers already on-site.
Optimize labor scheduling against weather and traffic patterns. In a full-serve model, matching staffing precisely to demand is the fastest way to protect the 43 percent margin as volume fluctuates seasonally.
Negotiate or extend the lease terms before closing. Because the real estate is leased, securing a long runway with fixed escalators protects the entire enterprise value and removes the single biggest risk to a going concern at this location.

Diligence notes

Confirm the exact membership economics: monthly price, churn rate, and whether the 1,600 members are contractually recurring or informal repeat customers. The multiple only holds up if this base is genuinely subscription-style and sticky rather than a loose loyalty count.
Scrutinize the lease. Real estate is leased, so review remaining term, renewal options, rent escalators, and any relocation or redevelopment risk, since a two-site business is entirely dependent on holding these specific locations.
Validate the $683K EBITDA figure and how it is calculated. Ask whether it is normalized for owner compensation, and note the listing discloses no separate SDE, so understand exactly what add-backs and owner labor are baked into that number.
Assess capital expenditure needs on the wash equipment. Fifty-year-old sites may carry deferred maintenance or aging tunnel equipment, and a near-term equipment replacement cycle could materially change the real cash flow after purchase.
Break down revenue mix between the two locations and between full-serve versus express and membership. Concentration in one site or heavy reliance on labor-intensive full-serve changes the risk and the improvement roadmap significantly.
Confirm the founding date and reason for sale, both listed as not disclosed. Understanding why a 50-year owner is exiting and whether any transition support is offered is essential before committing to a near 6x multiple.

Source

Originally listed on BizBuySell. View original listing →