Construction Company for
Sale in Florida

Decide what you want to own before anything else. Are you looking to buy a home improvement business or one focused on a specific industry, such as concrete? Build a budget around the cash you can invest, the income you need, and the leverage you’re comfortable with. As a rough guide, lenders often expect 10-20% equity, typically look for a 1.25x or better debt‑service coverage ratio, and require proof that earnings are durable, not tied to a single job.

Survey multiple sources to see what’s available. Pay attention to the company size, crew capacity, backlog quality, safety record, equipment condition, and whether a qualifying agent is in place. Cast a wide net at first when looking for a construction business for sale, then narrow it down to firms that fit your geographic footprint, budget, profitability, and potential for growth plan.

Run a basic filter before investing time. Confirm the asking price aligns with earnings, that rent or yard costs are manageable, and that you’re interested in the trade and client base. Look for steady margins, diversified customers, and repeat work. Be cautious about red flags such as heavy customer concentration, margin fade on recent projects, a poor online safety record, or lawsuits and liens.

After a confidentiality agreement, request a focused package:

• Three years of financials and/or tax returns, plus YTD results
• Backlog by project, customer, and margin; pipeline of pending bids
• Florida contractor license details and qualifying‑agent status

Set up a conversation and a site/yard visit once you’ve found a building company for sale. Discuss reasons for selling, the handoff plan, bidding and estimating workflow, project management systems, scheduling, and how supervisors, foremen, and estimators are organized. Walk the yard and shop to check fleet utilization, maintenance practices, tooling, and inventory controls. When possible, visit an active job to observe safety culture and quality.

At this point, the better approach is to submit a contract subject to various conditions, including due diligence, financing, and other essential terms. The reason this is a better approach is that, after the contract is signed, you know you can buy the business under the agreed-upon terms. With an LOI, you spend a lot of time and money, only to never reach a deal. With a contract, “the ball is in your court,” you get to control the outcome. Decide on asset vs. stock purchase, set a working‑capital target, and include contingencies for financing, diligence, license/qualifier arrangements, bonding, key‑customer consents, and assignment of active contracts. A good‑faith deposit of 5-10% is standard and is typically held in escrow.

Validate what you’ve been shown:

• Tie out financials to bank statements and tax filings; consider a quality‑of‑earnings review
• Reconcile WIP, percent‑complete, and under/over billings; test for margin fade
• Confirm backlog is contracted, funded, and profitable
• Review AR, retainage, and collectability; match AP and subcontractor payables
• Check licenses, permits, insurance, UCC filings, equipment titles, and any liens
• Evaluate safety performance (OSHA, EMR) and open claims
• Review litigation, lien notices, warranty obligations, and environmental exposure at the yard
• Speak with key customers, vendors, and surety (with permission). If results disappoint, renegotiate or walk away under your contingencies.

Line up the capital stack SBA 7(a), conventional bank debt, seller financing, or a blend so funding matches the company’s cash flow and asset base. In parallel, engage a surety broker to size bonding capacity under your ownership; expect personal indemnity and working‑capital requirements. For active jobs, obtain required consents from owners or GCs and clarify responsibility for punch lists, warranties, and retainage.

Confirm Florida licensing needs through the DBPR Construction Industry Licensing Board. Decide whether you will be the qualifying agent or employ one, and prepare applications, insurance, and any background checks. Set up entities, tax IDs, payroll, and insurance policies; transfer or establish vehicle titles and registrations. Finalize the purchase agreement, assignments, bill of sale, and closing statement; fund the deal once conditions are met.

Protect continuity. Offer retention bonuses or agreements for key estimators, project managers, and superintendents. Hold a WIP handoff meeting, update project directories, and introduce yourself to customers, vendors, and the surety. Migrate software, lock in procurement terms, and standardize safety and quality procedures. Roll out changes gradually so jobs stay on schedule and crews remain focused.