Temperature-Controlled Trucking Company, Cold-Chain Carrier (Relocatable, CA)

$3.2M

Revenue

$533K

SDE

3.9x

Multiple

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Full Editorial Writeup

Carson Bomar represents a rapidly growing temperature-controlled transportation company serving recurring food-grade and cold-chain customers that is operated virtually by its owner. The business has... Businesses Franchises Brokers Loading... High Growth Trucking Platform Recurring Customer Relationships California (Relocatable) Asking Price:$2,100,000 Cash Flow (SDE):$532,542 EBITDA:Not Disclosed Gross Revenue:$3,153,114 Established:Not Disclosed High Growth Trucking Platform Recurring Customer Relationships Business Description Refrigerated Logistics Platform 42% YoY Growth Carson Bomar represents a rapidly growing temperature-controlled transportation company serving recurring food-grade and cold-chain customers that is operated virtually by its owner.The business has built a reputation around reliability, service execution, and disciplined growth allowing it to expand primarily through existing customer demand and referrals rather than paid marketing.Recent performance has accelerated meaningfully.For the most recent year-to-date period, revenue increased approximately 42% year-over-year, supported by customer expansion, additional capacity deployment, and continued operational execution. Current growth appears driven by demand and available capacity rather than customer acquisition spend.Unlike many transportation businesses that function as owner-operated jobs, this opportunity includes operating systems, trained drivers, customer relationships, and infrastructure already in place.The company serves essential end markets with recurring transportation demand and has demonstrated the ability to scale while maintaining service quality.Growth Highlights:2023 Revenue: ~$1.75M2024 Revenue: ~$2.59M2025 Revenue: ~$2.79MTTM Apr 2026 Revenue: ~$3.15MAdditional information available following NDA execution and buyer qualification. Ad#:2534675 Detailed Information Employees: 12 (10 Full-time, 2 Part-time) Facilities: A modern fleet of 10 trucks and 13 refrigerated trailers to meet its service commitments. The fleet includes 4 company-owned Freightliner Cascadia day-cab tractors (model years 2014–2017) and 4 late-model Freightliner Cascadia sleeper tractors leased from Penske (2019 and 2023 model years). The fleet also includes one owner/operator making for a total of 10 trucks. All 13 trailers are refrigerated 53’ units equipped with Thermo King Precedent S600 cooling systems. Growth & Expansion: Early 2026 revenue is up 42% YoY, confirming the business is not demand-constrained. Adding trucks immediately converts to revenue, as shown by recent fleet expansion. Buyers can accelerate growth by adding 1–2 units to capture excess load demand from anchor customers, activating newly secured interstate authority for regional lanes, formalizing dedicated agreements, and implementing a TMS to enhance dispatch efficiency and margin control. Support & Training: Seller is available for training and transition. Listing Statistics Saved This Listing Listing Last Updated Appeared in Search Listing Detail Views BizBuySell EDGE Know the True Market Value Before You Make an Offer Get valuation data to negotiate with confidence. Get a Valuation Report Business Listed By: Carson Bomar Tam-Bay Mergers & Acquisitions View My Listings Phone Number 786-933-7382 Voice only (no SMS) Sponsoring Broker: Tom Brubaker Ad#:2534675 The information in this listing has been provided by the business seller or representative stated above. BizBuySell has no stake in the sale of this business, has not independently verified any of the information about the business, and assumes no responsibility for its accuracy or completeness. Read BizBuySell's Terms of Use before responding to any ad. Learn how to avoid scams. 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Why we like it

Cash flow of $532,542 on $3.15M revenue is a roughly 17% SDE margin, which is healthy for asset-heavy trucking where margins often run thin. The 3.94x multiple sits in a reasonable range for a refrigerated carrier with recurring accounts, and the price is anchored by real hard assets in the fleet that provide downside collateral.
Cold-chain and food-grade freight is genuinely recession-resistant demand. People eat in every economy, and temperature-controlled transport is a regulated, non-optional link in the food supply chain, so this is not discretionary volume that evaporates in a downturn. Reefer capacity also carries pricing power that dry van does not.
The market backdrop favors reefer capacity as food distribution networks continue expanding and shippers increasingly demand reliable temperature integrity. The business has grown 42% year over year on referrals and existing customer expansion without paid acquisition, which signals durable relationships and unmet demand from anchor customers.
This is described as running with trained drivers, operating systems, and dispatch already in place rather than as an owner-operator job. That semi-absentee structure means an operator with capital can plug in and scale capacity rather than rebuild the business, and newly secured interstate authority opens additional regional lanes.

How to improve it

Implement a proper TMS immediately to tighten dispatch efficiency, reduce deadhead miles, and improve margin control. The listing flags this as an open lever, and even a single-digit percentage improvement in loaded-mile ratio drops meaningfully to the bottom line given the fixed cost base.
Add 1 to 2 trucks in the first 90 days to capture the stated excess load demand from anchor customers. Since the business is described as demand-constrained rather than customer-constrained, each incremental truck should convert to revenue quickly, though you must confirm driver availability before ordering equipment.
Formalize dedicated agreements with the top anchor customers to lock in volume and pricing. Converting referral-driven, informal freight into contracted dedicated lanes raises revenue predictability and materially increases the enterprise value multiple at your eventual exit.
Activate the newly secured interstate authority to open regional lanes and reduce dependence on a narrow geographic footprint. This diversifies both the customer base and the lane mix, lowering the risk that one lost anchor account craters the business.
Audit the fleet financing structure, because 4 tractors are leased from Penske and 4 are owned older units from 2014 to 2017. Build a capital replacement schedule now so aging owned tractors do not force a large unplanned capex hit that the reported SDE does not reflect.
Introduce fuel surcharge discipline and freight rate reviews to protect margin against diesel volatility. In trucking, fuel and driver pay are the two swing costs, and formalized surcharge pass-throughs preserve spread when diesel spikes.
Reduce customer concentration risk by pursuing 2 to 3 new food-grade shippers using the referral engine that already works. Growth through referrals is efficient but can leave the book concentrated, so proactively broadening the base de-risks the cash flow.

Diligence notes

Verify the 42% year-over-year growth and the revenue ramp from $1.75M to $3.15M with tax returns and monthly P&Ls, because the trailing figure runs to April 2026 which is a forward-looking window. Confirm whether the growth is annualized run-rate or actual booked revenue, since the distinction changes the multiple math significantly.
Scrutinize the SDE bridge line by line, particularly how owner compensation, the single owner-operator arrangement, and Penske lease payments are treated. Asset-heavy trucking SDE can flatter true owner earnings if lease obligations, driver replacement costs, and maintenance capex are understated or added back aggressively.
Examine customer concentration and contract status closely, because the business grows on referrals and existing customer expansion with few or no formal dedicated agreements mentioned. If one or two anchor accounts drive the majority of revenue and volume is handshake-based, that is the single largest risk to the thesis.
Inspect fleet condition and remaining useful life on the 4 owned Freightliner tractors from 2014 to 2017, plus the 13 reefer trailers and their Thermo King units. Reefer units are expensive to repair and replace, so quantify near-term maintenance and replacement capex that the reported cash flow may not capture.
Confirm driver retention, wage rates, and the classification of the owner-operator unit, since driver turnover is the chronic constraint in trucking. Validate that the semi-absentee, systems-in-place framing is real by checking whether operations continue smoothly without the owner and who actually manages dispatch.
Verify the newly secured interstate authority, safety and DOT compliance scores, insurance history, and any accident or cargo claims record. A poor safety rating or claims history can spike insurance costs and disqualify you from anchor shipper contracts, directly threatening the growth case.

Source

Originally listed on BizBuySell. View original listing →