Pataskala Meats - Full-Service Butcher Shop & Processor · Accredited

Published JUN 5, 2026

Pataskala Meats - Full-Service Butcher Shop & Processor

Pataskala, Ohio

$4.0M

Revenue

$600K

SDE

6.7x

Multiple

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Andy

Ben Sampson

Full Editorial Writeup

Pataskala Meats is a full-service butcher shop, grocery, and on-site slaughter operation in Pataskala, Ohio, opened in 2016 and grown organically into a $4M revenue business with zero debt. The operation runs the full vertical: it kills animals on-site, processes them, and sells direct to a diverse customer base spanning what the listing describes as both white and ethnic communities. The business sits on a 5-acre parcel with a feedlot barn in the rear and a 4,500 SF facility loaded with processing equipment, smokers, deli cases, and a developing prepared-foods kitchen.

The location is the headline. The property sits near the heart of the massive Intel semiconductor development in Licking County, a multi-billion dollar buildout that is reshaping the regional economy and population. That puts a vertically integrated food business directly in the path of a major demographic and commercial expansion, with a 5-acre footprint that gives a buyer real room to grow.

The story here is an undermanaged asset. The owner candidly states he is not a food distribution expert and is learning as he grows because the business is simply too busy. There is no delivery, no online ordering, an underbuilt prepared-foods program, and a half-finished kitchen expansion with permits already in the county. This is a builder's business that has outrun its builder, now looking for an operator who knows food retail and distribution to capture demand the current owner cannot serve.

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How to improve it

Finish the kitchen and launch the prepared-foods program aggressively. Permits are already in the county for a 20x38 kitchen and lunch is reportedly taking off, so completing this and standing up hot food, sandwiches, and ready-to-eat meals converts low-margin raw meat into high-margin prepared product with daily repeat traffic from Intel-area workers.
Build online ordering and delivery within 90 days. The owner admits there is no e-commerce and no delivery, which is leaving easy revenue on the table given the in-store demand. A simple online ordering system for custom orders, bulk packs, and prepared meals captures the working population that cannot visit during business hours.
Develop a wholesale and food-service distribution channel. The owner explicitly says he is not a distribution expert, which means the obvious B2B opportunity to supply restaurants, caterers, and corporate cafeterias serving the Intel buildout is completely untapped. A buyer with distribution chops could add a second revenue leg without adding a kill floor.
Systematize and document operations to reduce key-person risk. A farmer-butcher-engineer built this on personal knowledge, so codifying SOPs for slaughter, processing, ordering, and the front end is essential to make the business transferable and scalable beyond the founder. This also enables hiring a general manager so the business is not dependent on owner labor.
Lean into the ethnic-community specialty positioning with targeted marketing. The listing notes sales to diverse white and ethnic communities, which is a defensible niche that big-box grocers cannot serve well. Formalizing halal-style, custom cut, and specialty offerings and marketing them in-language and on social can deepen loyalty and pricing power.
Build a bulk and freezer-share program for households. Selling quarter-cow, half-hog, and custom freezer packs is high-ticket, prepaid, and locks in volume, which improves cash flow and reduces retail volatility. The feedlot barn and 5 acres support a farm-to-customer story that justifies premium pricing.
Develop the unused acreage strategically. The 5-acre parcel with a feedlot barn offers expansion optionality, whether for additional retail, an event or smokehouse concept, or simply holding the land as the Intel development inflates surrounding real estate values. A buyer should model the land both as operating capacity and as an appreciating asset.

Diligence notes

Separate the real estate value from the operating business. The asking price is $4M with real estate carried at $1.7M and FF&E at $1M, which means the operating business is being priced at roughly $1.3M, or about 2.2x SDE before real estate. Verify the real estate appraisal independently and confirm whether the multiple holds up when you strip out land and equipment.
Scrutinize the financials hard given the casual disclosure. Revenue is stated as over $4M with $600K cash flow, but there are no tax returns, P&Ls, or normalized SDE breakdown provided. Demand three years of returns and bank statements to confirm the margin is real and to understand how much of that SDE is owner labor versus true profit.
Confirm regulatory standing of the kill floor and processing operation. On-site slaughter requires USDA or state inspection, and any lapse, citation, or pending compliance issue is an existential risk to the business model. Verify all licenses, inspection records, and that operations transfer cleanly to a new owner.
Quantify the Intel development's actual impact and timeline. The location story is the thesis, so validate the buildout's construction and hiring schedule and how much of current revenue is already attributable to the development versus speculative future demand. A delayed or downsized Intel project would soften the growth narrative.
Assess key-person and transition risk closely. The founder is a uniquely skilled farmer-butcher-engineer, support and training is listed as negotiable, and his kids are too young to take over. Pin down a real transition plan, secure the 15 employees including any lead butcher, and ensure the slaughter and processing knowledge does not walk out the door at close.
Verify the capital expenditure picture and the kitchen build cost. The owner says hundreds of thousands were recently invested and a new kitchen is mid-permit, so confirm what capex is already spent, what remains to finish the kitchen, and whether equipment is owned free and clear. Underestimating the cost to complete in-process projects could erode early returns.