The business is truly exceptional. Started it from scratch. Many advisors and established friends have told me to keep it and invest in the business. There is just one small catch.
We operate a profitable and steadily expanding livery service throughout Southern California. Our clients are loyal, gracious, and genuinely appreciative of what we do
Main Highlights:
• Consistent double-digit growth since inception
• Exceptionally low operating costs (sub ~$40k annually)
• Outstanding Reputation: Almost Perfect reviews (200+) online and a loyal customer base.
• 99% of clients tip 18% or higher (clear recapture potential).
• Our pricing has been intentionally suppressed, roughly 25–30% below FMV, built our business on a faith-based standard. A new owner could gradually align rates with the broader market, which presents a clear path to increased margins and profit expansion.
• Significant untapped growth opportunities in multiple service verticals.
• Requires only 5–10 hours per week to manage in its current state, very low maintenance
The CATCH.
We currently do not hold an active TCP license, and only one vehicle is owned directly by the business. Most rides are serviced through contractors and affiliate partners. We do have established agreements with several providers that give us flexibility to continue serving clients smoothly within the current framework.
This year, we have done a little over $300k so far; however, we have had to pay out ~185k in Subcontracted Services-COGS.
The Opportunity
• A well-positioned buyer could easily recapture 60–68% of total revenue by servicing rides internally. While operating costs would increase, net cash flow would rise substantially. This opportunity is especially advantageous for an existing operator with three or more vehicles already active in the Southern California market.
Why Sell?
It’s a fair question. After nearly four years of growth and success, I could certainly continue scaling it myself, and I’ve considered it. However, I plan to use the proceeds to attend law school, write a book, and possibly build another venture. While the business runs smoothly with minimal oversight, I’m someone who operates at only two speeds: all in or not at all. It’s time to let someone else take what we’ve built and continue its momentum, or go all in again for another 4 years with investment.
Conclusion
My team and I have built something special. A streamlined, mostly automated, reputable service supported by an excellent network of drivers and the best clients that anyone could ask for. The ideal buyer will share our commitment to treating clients as relationships, not transactions. If you do, you’ll find this business as rewarding as it is profitable.
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