Food Trucks, Quick Service Restaurants
Active
Established Specialty Fast-Casual & Food-Truck Business
Schoolcraft County, Michigan, United States
Asking Price-
Revenue$387,230
EBITDA$106,847
Cash Flow-
Description
A specialty fast-casual food business founded in 2018, operating a two-unit footprint across the Upper Peninsula of Michigan and a second northern Michigan market. It sells a differentiated menu of specialty hot dogs, gyros, Cuban sandwiches, Po'Boys and seasonal items from a leased restaurant that also serves as the licensed preparation base for two owned food trucks; one truck holds a standing year-round position in a second market beside a regional craft brewery, and the other works the regional festival circuit. The business is owner-operated, asset-light and built on an owned, unencumbered fleet. Point-of-sale net sales grew from $318,717 in 2024 to $387,230 in 2025 and annualize to $616,277 in 2026, up about 59%, with seller's discretionary earnings estimated at $189,559 for FY2026 on a roughly 31% margin. Revenue is spread across more than 25,000 annual transactions with no customer concentration. A founder-led ownership transition is underway, with a defined post-closing consulting period on offer.
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Number of EmployeesFull-Time: 8
Year Established
2018
Facilities & Assets
The business is asset-light and operates from a single leased restaurant of approximately 1,600 square feet, rented at about $1,000 per month, which also serves as the licensed preparation and administrative base for the mobile units. It owns no real estate. Its revenue-generating assets are two food trucks, both owned outright and unencumbered, one of which was built in-house; one holds a standing year-round position in a second market and the other works the regional festival circuit. Other transferable assets are intangible and operational: the brand, menu and recipes; an established social-media presence and customer following; weekly purchasing terms and relationships with national broadline distributors and regional grocers; and State of Michigan food licensing. The trucks carry no financing; a point-of-sale working-capital advance of about $83,389 is repaid from daily card settlement rather than secured against the operating assets.
Support & Training
A founder-led ownership transition is underway. The owner currently works roughly 70 to 90 hours per week, draws no salary, and intends to exit, offering to remain engaged after closing as a part-time consultant for three to six months to support quality assurance and continuity of supplier and operating relationships. Day-to-day work is carried out by eight employees across the restaurant and the two mobile units, all operating from the single licensed base. The second-market truck has already traded through 2026 without the owner on site, which indicates daily operations can run independently of the founder.
Market & Competition
Demand is anchored in a Lake Superior tourism corridor with a pronounced summer peak and a year-round resident base, supplemented by a larger, year-round second market and a statewide festival circuit. The business sells a differentiated specialty menu positioned away from conventional burger and pizza quick service, which has supported a stable average ticket near $22 across three years. The local northern-Michigan food-service market is fragmented and composed largely of independent operators and seasonal vendors. The business has no customer concentration: revenue is spread across more than 25,000 transactions in the last twelve months, with no single customer representing a measurable share of sales.
Growth Opportunities
• Recover food cost toward the 35% management target from roughly 45% of net sales, the single largest margin lever.
• Redeploy the idle festival truck, which runs about sixteen weeks against a historical schedule of roughly twenty events, leaving most of its year uncommitted.
• Replicate the truck-led market entry in larger Michigan markets; a truck can test and then hold a market with no property commitment.
• Institutionalize marketing: the business grew on only a few hundred dollars of annual advertising, with television, radio, paid social, loyalty and online ordering untested.
• Use pricing headroom: the average ticket held between $22.04 and $22.46 across three years through food inflation.
Capture operating leverage: fixed costs of about $42,000 do not move with volume, so incremental revenue converts at a high margin.
Business listed by
Meridian