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durable goods distribution for Sale in Texas

Similar businesses sell at 1.4x to 5.7x SDE. Compare live listings and connect with sellers.

Durable Goods

Patented Sprint Resistance Trainer, NFL & D1 Base, 60% Net Margin

TX, US

Patent-protected athletic performance and speed training equipment brand, founded in 2013 and operated since by its two owners. The company designs its product, imports it from a long-standing overseas manufacturer, and sells direct through its own website to professional sports organizations, NCAA Division I athletic departments, United States service academies, private training facilities, and individual coaches and trainers. The customer base spans professional football, baseball, and soccer, major-conference college athletic departments, and international buyers including a UK catalog reseller that places recurring bulk orders. It is exceptionally diversified: no single customer represents more than roughly one percent of cumulative lifetime sales. The company does not discount for volume. Professional teams pay list price. Lifetime revenue is approximately $8.6 million across roughly 3,500 units shipped, and 2023, 2024, and 2025 each set a new company sales record. The technical advantage is a concentric-only resistance mechanism protected by a U.S. utility patent with roughly five and a half to six years of remaining term. Resistance decreases slightly as the athlete accelerates, so the device does not alter natural running form. That is the opposite of elastic band trainers, which increase resistance with distance from the anchor and progressively distort stride. Because the device pulls in one direction only and stops the moment the athlete stops, injury risk is materially lower. There has never been a reported injury claim in more than a decade in the field. Economics are strong and improving. Gross margin ran 70.9% in 2024, 72.5% in 2025, and 76.3% year to date through July 2026, on a product priced at roughly four to five times landed cost. Recast owner earnings were approximately $595,000 in 2024, $630,000 in 2025, and $705,000 on a trailing twelve month basis, a net margin near 60% on a two-owner operating model. The company carries no debt. Operations are simple and highly transferable. Product arrives by container from a single overseas manufacturer, a relationship held for the entire life of the business with no missed or short shipment and only one modest cost increase across 13 to 14 years. Confirmed, paid online orders ship from inventory within a day or two. There is no proprietary system beyond a standard credit card processor, and ownership estimates a new operator could competently run roughly 95% of the business within one week. The clearest opportunity is that all of this was achieved with no sales function. Ownership has never employed a salesperson, a marketing hire, or a CRM. Growth has been almost entirely word of mouth, driven by product performance and by strength coaches who reorder when they move to a new program. Coaching turnover, a headwind for most vendors, functions here as a built-in reorder mechanism. Paid marketing has run at roughly 6% to 10% of revenue on a single narrow channel. Unscaled levers already in motion: a recently launched Amazon channel producing unprompted daily sales, recurring self-initiated bulk orders from an established catalog dealer, prior retail placement with a major fitness retailer, documented unsolicited demand from adjacent sports, and long-standing international relationships never cultivated. Asking price is for the business. Inventory of approximately $367,800 is purchased at close in addition to the asking price. Facility is a leased warehouse of 1,500 to 2,000 square feet; the business is fully portable. Pre-qualified for SBA 7(a). Ownership will transition for a year or more and is open to retaining a minority stake. A signed non-disclosure agreement and buyer qualification are required. All figures are unaudited and subject to verification. I

$2,600,000Asking Price
$1,178,687Revenue
$704,582Cash Flow

Market Snapshot

National transaction benchmarks for durable goods distribution businesses.

Under $500K

Median revenue$810k
Median cash flow$142k
Median sale price$300k
Multiple range1.4x - 2.4x

$500K to $2M

Median revenue$2.02m
Median cash flow$310k
Median sale price$910k
Multiple range2.3x - 3.7x

Over $2M

Median revenue$8.19m
Median cash flow$1.06m
Median sale price$3.89m
Multiple range3.3x - 5.7x

A variety of factors can cause businesses to trade outside this range, including earnings quality, operational transferability, key-person risk, growth trajectory, and geography, so a listing priced above or below the typical multiple usually reflects real differences in the underlying business.

What to know about durable goods distribution acquisitions

GW

By George Wellmer

Cofounder & CEO

Key diligence, valuation, financing, and transition considerations for buyers evaluating durable goods distribution acquisitions.

Customer concentration is the most dangerous unknown

Pull the customer list ranked by revenue. Many wholesale businesses get 40–60% of revenue from their top 10 customers, and 15–25% from the single largest. If your top customer represents 20% of revenue and they're up for renewal in 90 days, that's a structural problem. Ask for written customer concentration analysis with renewal status and historical retention rates. Heavy concentration is a discount factor; broad customer base is a premium factor.

Working capital is the real capital requirement

The business runs on receivables and inventory. Wholesalers typically extend 30–60 day payment terms to customers while paying suppliers in 15–30 days, financing the gap with inventory and bank lines. A wholesaler with $5M in revenue often has $1M+ tied up in inventory and $700K in receivables. When you buy the business, you're buying that working capital too — often as a separate component on top of the goodwill price. Verify what's actually included and what triggers price adjustments at close.

Supplier relationships are not guaranteed to transfer

Call the top suppliers. Distribution agreements with manufacturers often include change-of-control provisions — the supplier can approve or deny the new owner. Lose a key brand and you may lose the customers who buy that brand. Get supplier consent (or at least informal indications) before LOI. Some manufacturers also have geographic exclusivity that the new owner needs to be approved to maintain.

Inventory turn ratio reveals operational quality

Calculate inventory turns yourself. Healthy distributors turn inventory 6–10 times per year (sometimes higher for fast-moving consumables, lower for slow-moving specialty items). A wholesaler turning inventory 3 times per year has dead stock, obsolete SKUs, or buying problems. Pull a SKU-level aging report. Anything sitting more than 12 months is functionally written off and should reduce the price you pay for inventory.

Sales reps are part of the customer relationship

Identify the rainmakers. In B2B distribution, customers often have a primary relationship with their assigned outside sales rep, not with the company brand. If a senior rep with $2M in attached revenue leaves at close (or follows the seller into retirement, or is recruited by a competitor), you lose their book. Identify the key reps before close, meet with them, and structure retention bonuses. Non-compete agreements should be in place and enforceable.

Pricing power is mostly a myth in commoditized lines

Look at where the gross margin actually sits. Distributors selling commoditized products (basic electrical components, common plumbing fittings, standard hardware) compete almost entirely on price and service speed. Distributors selling specialty products with technical complexity, regulatory requirements, or scarce supplier relationships can hold meaningfully better margins. Mix matters. A wholesaler with 35% gross margin on specialty products and 18% on commodity items is a different business than one running 25% blended.

Frequently Asked Questions

Answers to common buyer questions for this market.

Small specialty distributors with $1M–$3M in revenue typically sell in the Tier 1 to low Tier 2 range. Mid-size distributors with $3M–$15M in revenue and good gross margins usually trade in the Tier 2 range ($500K–$2M of SDE valuation) or extending into Tier 3 ($2M+). Larger regional distributors with $20M+ in revenue, multiple locations, or strong supplier relationships can sell well into Tier 3.