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Buy a Pool Service Business in 2026: 3-10x Multiples, Route Density Math, Pinch A Penny and ASP

Updated June 2026 · CT Acquisitions

Buying a pool service business in 2026 is a route-density underwriting exercise dressed up as a home services acquisition. The category sits in a quiet consolidation arc: 5.4 million residential pools, 309,000 commercial pools, fragmented across roughly 10,000 to 12,000 independent operators, with Pinch A Penny and ASP franchise networks anchoring the only two national platforms of scale. PE-backed rollups compete actively in Florida, Arizona, Texas, California, and Nevada because Sun Belt economics deliver 52-week recurring chemical revenue without the seasonality drag that pulls northern routes down to 6 or 7 service months. A route with 35 pools per technician per day at $110 per pool monthly is a fundamentally different asset than the same revenue spread across 18 pools per tech-day, and the multiples reflect the gap.

This guide is the buyer’s playbook for pool service M&A: how routes are underwritten in 2026, which signals separate a 4x business from an 8x platform, what deal structures sellers accept, and how to integrate without losing the technicians who own the customer relationships.

Why pool service is becoming a target vertical

Three structural factors are pulling capital into pool service, and the combination is creating real competitive pressure on quality routes in Sun Belt markets.

First, recurring chemical revenue. A residential weekly chemical route generates $85 to $150 per pool monthly on a continuous service relationship. Customer tenure in mature Sun Belt routes typically exceeds 5 years on average, with annual churn running 8 to 12% (substantially lower than HVAC or landscaping). That trades like a subscription business, and route-aggregating buyers price it accordingly.

Second, demand inelasticity in the Sun Belt. A pool in Phoenix, Tampa, or Las Vegas needs chemical balance and equipment maintenance every week of the year. Skip 2 weeks and the customer loses the pool. The biological reality of standing water in warm climates removes the discretionary delay buyers can apply to most home services categories.

Third, fragmentation. Roughly 10,000 to 12,000 independent operators, with the top operators outside the two franchise platforms controlling less than 3% of national share. Pinch A Penny became a KKR portfolio asset in April 2021 when Heritage-Crystal Clean acquired the franchise system for $850M. ASP America’s Swimming Pool Company, owned by Authority Brands (Apax portfolio), runs roughly 540 franchise territories. Premier Pools & Spas, Reliable Pool Service, Pool Troopers (Soundcore Capital), Aqua Pool Renovation (Riverside affiliate), and regional Sun Belt rollups account for most remaining institutional activity. Every one of these is acquiring.

For buyers, pool service is one of the cleanest recurring-revenue plays in lower-middle-market home services, but the playbook is geographic. The deals worth competing for sit in Sun Belt MSAs with route density and a chemical-led mix.

What buyers are actually paying for pool service in 2026

Pool service valuations sit on a wider spread than HVAC because route density and Sun Belt concentration drive the math more than absolute size does. A $700K SDE owner-operator route in Naples with 850 weekly residential stops and 92% retention is a fundamentally different asset than a $700K SDE northern route with 380 active customers and a 6-month service window. The multiples reflect the gap.

The spread between 3x SDE and 10x EBITDA is not random. Seven factors explain the gap, and every serious pool service buyer models them explicitly.

• Route density. Pools serviced per technician per day. 25 to 40 weekly stops is the platform range. Below 18 is sub-scale and trades at a discount. The math compounds: a tech running 35 stops at $110 per pool monthly produces $3,850 weekly revenue per day; a tech running 18 stops produces $1,980 with similar fixed labor cost.
• Revenue mix. Chemicals 60 to 70%, repair 20 to 30%, install 10% is the platform-grade target. Install-heavy operators (40%+ from new construction) get construction-exposure multiples in the 3x to 5x range because the revenue is cyclical and project-priced.
• Sun Belt MSA concentration. Year-round service in Florida, Arizona, Texas, California, or Nevada commands a 1.0x to 2.0x multiple premium over routes north of the seasonality line. The premium reflects 52-week cash flow versus 26 to 36 weeks for northern operators.
• Customer retention. Annual route churn below 10% is platform-grade. Above 18% suggests a service quality or pricing problem and triggers a multiple discount.
• Route tech retention. The technician owns the customer relationship in pool service more than in any other home services vertical. Tech turnover above 25% predicts route attrition and gets penalized in pricing.
• Chemical and equipment supply economics. Operators with direct chemical wholesale relationships (Hasa, BioLab Inc., NC Brands) or distributor accounts (SCP Distributors, Heritage Pool Plus Solutions, Pool Corporation NASDAQ: POOL) save 15 to 25% on chemical cost of goods sold and trade higher.
• Technology stack. Skimmer, Pool Office, Paythepoolman, Pool Service Software, or Field Routes with clean route data is a valuation multiplier. Paper route sheets and a spreadsheet customer list are a discount.

The 2026 pricing reality for buying a pool service business

Sun Belt route-density platforms in the $3M to $10M EBITDA range are receiving multiple LOIs at 6.5x to 8x, particularly in Phoenix metro, Tampa-St. Pete, Naples-Fort Myers, Houston, Dallas-Fort Worth, Las Vegas, and the Inland Empire. The franchise platforms (Pinch A Penny corporate-owned acquisitions, ASP corporate territories) pay similar multiples for territory-protected operations that fit their network maps. Independent and search-fund buyers competing in this band need either a differentiated geographic thesis (secondary Sun Belt MSAs the platforms haven’t saturated) or willingness to move to the $300K to $1.5M SDE band where platform buyers are less active and 4x to 5x SDE pricing holds.

The owner-operator route market (sub-$500K SDE, single technician routes) remains the most fragmented and least competitive segment. Roll-up founders, search funders, and first-time operators acquire these at 2.5x to 3.5x SDE with seller financing and SBA 7(a) capital. The math works because route density can be improved post-close through schedule optimization and incremental customer adds.

Route density: the math buying a pool service business rests on

Every other diligence question in pool service is downstream of route density. Get this wrong and the deal is wrong, regardless of how the EBITDA looks on paper.

The route economics primer

A residential weekly chemical service contract generates $85 to $150 per pool monthly, with $110 typical in mid-tier Sun Belt MSAs. Customer base divided by route days per week determines stops per technician day, which is the single most important operating metric in the category. A route with 35 weekly stops at $110 monthly average generates roughly $3,850 in revenue per tech day; the same technician running 18 stops generates $1,980 with essentially identical direct labor cost. The 35-stop route approaches 70% gross margin on chemicals plus labor; the 18-stop route is barely covering route cost.

The repair and install adjacencies

Chemical routes generate repair work as a byproduct. A well-run operation converts 30 to 40% of chemical customers into incremental repair revenue annually at 45 to 60% gross margins. In integrated Sun Belt operators, repair revenue typically equals 30 to 50% of chemical revenue, so a chemical-only route is worth less than a chemical-plus-repair route at the same customer count.

New pool construction and major equipment installation (heat pumps, salt cells, automation, variable-speed pumps) is a separate business with separate economics. Install revenue is project-priced, lumpy, and tied to housing starts. Most platform buyers cap install exposure at 10 to 15% of revenue because it dilutes the recurring multiple. Operators with 30%+ install revenue typically trade at install-business multiples (3x to 5x EBITDA) rather than route-business multiples.

The five buyer archetypes in pool service

Understanding which buyer you are (and which you’re competing against) changes how you structure offers and where you focus sourcing energy.

1. Franchise platform buyers

Pinch A Penny (KKR via Heritage-Crystal Clean since the $850M April 2021 transaction) and ASP America’s Swimming Pool Company (Authority Brands, Apax) operate the only two national franchise systems with corporate acquisition capability. Both buy independent routes that fit their territory maps and pay 5x to 7.5x EBITDA depending on fit. Strict brand standards and territory protection are part of the deal.

2. PE-backed regional Sun Belt rollups

Pool Troopers (Soundcore Capital), Aqua Pool Renovation (Riverside Company affiliated), Premier Pool Group, and several emerging platforms in Florida, Texas, and Arizona acquire $1M to $10M EBITDA route-density operators in fill-in MSAs. They write 60 to 70% of purchase price at close, pay 5.5x to 8x EBITDA, and integrate within 90 to 180 days. Strongest in Tampa, Phoenix, Dallas, Houston, and South Florida.

3. Strategic large independents

Regional operators with $20M+ revenue, not PE-backed but with institutional acquisition capability. They fill geographic gaps and add repair or install capability through tuck-ins. Pay competitive multiples on strategic fit and offer the cleanest operational continuity story for sellers.

4. Independent sponsors and search funds

Deal-by-deal capital from single principals or small partnership teams. They compete well in the $500K to $2M SDE range with creative structuring (earnouts, rollover equity, seller financing) when they cannot match platform pricing. Attractive to sellers who want a long-term partner and continuity for their technicians.

5. Roll-up founders (self-funded consolidators)

Operator-led roll-ups funded through SBA 7(a), seller financing, and personal capital. Cannot match PE platform pricing but move quickly on sub-$1M SDE owner-operator routes where the seller is retiring. Typically build 3 to 8 route acquisitions over 3 to 5 years before a recapitalization event.

Due diligence: the pool service-specific deep dive

Generic M&A due diligence is necessary but not sufficient for pool service. The category-specific signals are where value creation and destruction actually happen. Here is what experienced pool service buyers do in addition to standard quality of earnings, legal, and insurance review.

Route mapping and density verification

Pull the complete customer list with addresses, service day, technician assignment, and monthly fee. Plot every customer on a map. Calculate actual stops per technician per route day. Sellers routinely overstate route density by including paused, snowbird, or every-other-week customers as weekly stops. The accurate density number is typically 10 to 25% lower than the seller represents.

Chemical-route economics per pool

Build a per-pool P&L for the trailing 12 months: monthly chemical revenue, chemical cost (chlorine, acid, stabilizer, algaecide, salt for SWG pools), and direct labor cost per pool. 55 to 65% gross margin per pool is platform-grade; below 45% suggests pricing, chemical cost, or route density problems.

Customer tenure distribution and churn analysis

For every active customer: acquisition date, current rate, last rate change, payment status, complaint history. A healthy route shows average customer tenure of 4+ years, annual voluntary churn under 12%, healthy ingress (new customers in the last 12 months equal to 10 to 15% of base), and pricing adjusted within the last 24 months on a majority of customers. Red flags include below-market pricing untouched in 3+ years, churn concentrated in customers acquired in the last 24 months, and snowbird or paused customer counts above 15% of the base.

Route technician retention and compensation

Pool service techs own the customer relationship more directly than in any adjacent vertical. Annual technician turnover above 25% is a deal-killer because customers will follow the technician to a competitor. Pull 24 months of technician records: hire date, compensation, route assignment, complaint counts per technician, retention by technician. Top-quartile techs typically retain 95%+ of their customers annually; bottom-quartile techs retain 75%. Compensation structure matters too: hourly plus mileage techs are easier to integrate but cheaper to lose, while route-based commission techs are stickier but harder to onboard if you change the comp model post-close.

Seasonality normalization

For routes north of the I-10 corridor, the service calendar runs roughly 32 weeks (April through mid-November). EBITDA must be normalized for the off-season. Pull 24 months minimum and look at active-season revenue and off-season cost structure separately. For Sun Belt routes, the service calendar is 52 weeks and seasonality is minor, which is the single biggest reason Sun Belt operators trade at a premium.

Chemical supply and equipment diligence

Review supply relationships with SCP Distributors, Heritage Pool Plus Solutions, Pool Corporation (NASDAQ: POOL), and direct chemical wholesale accounts (Hasa for liquid chlorine, BioLab Inc., NC Brands). Chemical input costs swing 10 to 20% annually with chlorine and salt commodity prices. Operators with locked-in volume contracts or direct wholesale accounts have meaningfully better margin stability. Route trucks (Ford Transit Connect, Chevy City Express, Ford Transit small van class) have 5 to 7 year useful lives; chemical inventory should be 30 to 45 days of COGS; test equipment (Taylor K-2005, LaMotte SpinTouch photometers) should be on a 24 to 36 month replacement cycle.

Regulatory and licensing

Pool chemical handling and contractor certifications vary by state. Florida requires a Certified Pool/Spa Contractor (CPC) or Residential Pool/Spa Contractor (RPC) license for work above defined thresholds. Texas requires Pool Yard Contractor or Service Technician registration in many municipalities. Arizona ROC license requirements apply to commercial pool repair. PHTA Certified Pool Operator (CPO) certifications are commonly required for commercial work, and CDC Model Aquatic Health Code (MAHC) standards drive commercial pool operations. Pull the technician roster and verify every required certification, plus Health Department compliance for HOA, hotel, municipal, fitness club, and school routes.

Structuring the offer

The best pool service buyers win on structure as often as on price. A well-structured offer can beat a higher nominal offer if it matches what the seller actually cares about.

The standard pool service deal structure (2026)

• Cash at close: 60 to 75% of total consideration. Platform buyers typically at the higher end.
• Seller rollover equity: 5 to 15% in platform deals where the seller continues operating. 0% in clean-exit owner-operator route deals.
• Earnout: 10 to 25% over 12 to 24 months, typically tied to customer retention (not EBITDA) or to net customer count after a defined transition window.
• Escrow: 8 to 12% held 12 to 18 months against indemnification claims and customer-attrition adjustments.
• Seller note: 0 to 15%, subordinated, 5 to 7 year term, 6 to 8% rate. Common in independent sponsor and search fund deals; less common in PE platform deals.

Where smart buyers differentiate in pool service

The offer components sellers weight most heavily (in order): cash at close, the structure of the customer-retention earnout, treatment of route technicians, brand or territory transition (especially for sellers in franchise systems), and timeline. Pool service sellers care about route tech continuity at a much higher level than HVAC sellers care about technician continuity, because the route tech literally owns the customer relationship.

Buyers who win on non-price factors typically pre-commit to route tech retention bonuses (often 10 to 20% of annual compensation paid in 12 to 18 months), write earnouts with customer-retention floors (90% retention triggers a minimum payment), and offer the seller a defined operational role for 6 to 18 months to manage the customer transition.

The customer-retention earnout

The single most important deal-structuring decision in pool service is how the customer-retention earnout works. If you tie it to revenue, the seller might add low-margin customers to hit the number. If you tie it to EBITDA, the seller worries about your post-close cost allocation. The structure that works is a customer-count metric: weekly residential service contracts active at 12 months post-close versus a defined baseline at close. The seller can directly influence it by retaining route techs and handling customer communications; the buyer can verify it by running the route map at month 12. A typical structure: 90% retention triggers full earnout, 80% triggers 50%, below 75% triggers zero. Sellers who know their route quality accept this readily; sellers nervous about it usually have a hidden retention problem.

Integration: where pool service acquirers create or destroy value

Pool service integration is unforgiving because the customer relationship lives with the technician. Lose the technician, lose the customer. Pool service deals that compound are the ones where buyers respect three principles.

Do not change the route tech in the first 6 months

The single fastest way to destroy a pool service acquisition is to swap technicians or reassign routes in month one to optimize density. Customers notice the new face on day one and the cancellation calls start within 30 days. The correct sequence is: hold the existing route tech in place, document the route, train a backup tech alongside the primary, then make route optimization decisions in month 7 or later when the customer relationship has transferred to the company brand rather than the individual.

Hold pricing steady for 12 months

Sellers often under-price chemical service because they have not raised rates systematically. Buyers see this and push through 10 to 15% increases in the first 60 days. The result is customer churn that more than offsets the rate increase. The correct approach is a 12 to 18 month pricing program tied to service quality investments (new chemical test technology, faster response times, expanded service menu), communicated to customers as a quality investment rather than a price grab.

Standardize the supply chain carefully

Sellers typically have idiosyncratic chemical and equipment supplier relationships built up over years. Some are economically suboptimal (overpaying retail rather than buying wholesale); some are operationally critical (a local distributor who delivers same-day in an emergency). Buyers who centralize supply chain in month one frequently break the operating model. Document existing relationships, identify which are working, and migrate to standard suppliers over 9 to 12 months.

Financing a pool service acquisition

Capital structure varies by buyer type, but some patterns are consistent.

SBA 7(a) loans

Independent buyers and search funders commonly use SBA 7(a) for route acquisitions up to $5M. Rates are prime plus 2.0 to 2.75%, 10-year amortization. The SBA size standard for landscaping services (which includes pool service) is $9.5M average annual revenue, so most owner-operator deals fit comfortably. The constraint: SBA requires the seller to exit operationally within 12 months, which can conflict with pool service founder transitions where the seller needs to stay 18+ months to manage customer-retention.

Commercial bank, mezzanine, and seller financing

Regional banks with home services experience lend 1.5 to 3.0x EBITDA at prime plus 1.5 to 2.5%. For platform deals ($5M+ EBITDA), mezzanine and unitranche (Twin Brook Capital, Monroe Capital, Antares Capital, regional SBIC funds) bridges the gap at 10 to 14% with warrants. Seller financing is typically 10 to 20% of purchase price, subordinated, 5 to 7 year term at 6 to 8%, particularly useful when the seller is staying 12+ months to manage the customer-retention earnout.

Red flags that kill pool service deals

Some pool service deals should not close. The patterns that consistently predict post-close failure:

• Quality of earnings reveals over 15% EBITDA adjustment. Usually from owner compensation, related-party chemical purchases, or aggressive treatment of customer prepayments. A 10 to 15% adjustment is normal; above that the diligence premium often makes the deal uneconomic.
• Route tech turnover exceeds 30% annually. Customers will follow the technician. In a tight labor market, this destroys the route acquisition thesis within 6 months.
• Customer concentration in commercial accounts exceeds 25%. Commercial pool contracts (HOA, hotel, municipal, fitness club) often turn over on annual RFP cycles, and the relationships are usually with the founder rather than the route tech. A single $300K HOA contract loss can swing EBITDA materially.
• Route mapping reveals density 25%+ below seller representation. Sellers routinely include paused, snowbird, every-other-week, or hold customers as weekly stops. Always rebuild the route map from raw transactional data.
• Install revenue exceeds 30% of total revenue. The business is being underwritten as a recurring-route asset but is operationally a construction business. Apply project-business multiples or walk.
• Chemical supply concentration with a single distributor and no contract. Pool service operators with no formal supply agreement and 80%+ of chemical spend with one distributor are exposed to overnight margin compression if the distributor changes terms.
• Regulatory noncompliance. Missing state contractor licenses, expired CPO certifications, or commercial pool work without Health Department permits are deal-killers for institutional buyers.

The CT Acquisitions perspective

We work both sides of the pool service market. Our observations from the last 24 months:

• The Sun Belt premium is widening. Florida and Arizona route-density platforms in the $3M to $10M EBITDA range are receiving 7x to 8x multiples in competitive processes. Secondary Sun Belt MSAs (Jacksonville, Sarasota, Tucson, El Paso, Inland Empire) are still trading at 5x to 6x for similar quality. There is real arbitrage for buyers willing to build outside the obvious metros.
• Owner-operator routes remain a buyer’s market. The sub-$500K SDE band has limited institutional competition and aging founder demographics. Search funders and roll-up founders who can execute on 90-day diligence cycles are winning these deals at 3x to 4x SDE with seller financing.
• Route-tech diligence predicts post-close retention. Integration failures are rarely about financial misalignment. They are about buyers who underestimated how directly the route tech owns the customer relationship and reassigned technicians too quickly.
• Pinch A Penny and ASP territory acquisitions are different deals. Buyers acquiring a franchise unit from a retiring franchisee inherit brand standards, territory protection, and royalty obligations that change the underwriting math. Treat these as a separate category with their own multiple bands.
• Seasonality north of the I-10 corridor matters more than buyers initially price. Northern routes need 18+ months of trailing data to normalize, and EBITDA quality is genuinely lower than Sun Belt equivalents at the same revenue size.

If you’re a buyer, here’s what we recommend

Whether you are a first-time search fund buyer, an independent sponsor building a thesis, or a PE platform looking for add-ons, the same playbook works for buying a pool service business in 2026:

1. Write your geographic thesis in one page. Specific MSAs, target route density, residential versus commercial mix, integration model, hold period. Pool service is a geographic business, and a thesis that says “Sun Belt” is not a thesis.
2. Build a route-mapping capability before you need it. Every diligence cycle should rebuild the route map from raw data. Buyers without this capability consistently overpay because they accept seller-represented density numbers that are 10 to 25% inflated.
3. Underwrite from the route tech up. Pool service businesses are built on route technician relationships with customers. Your diligence should reach into the trucks. Your integration plan should start with the technicians.
4. Do not mistake EBITDA for cash flow in a seasonal route. Northern routes look like Sun Belt routes on a trailing-12-month basis. They are not. Pull 24 months minimum and stress-test the off-season cost structure.
5. Move quickly on owner-operator routes. Aging founder demographics and limited institutional competition mean the sub-$500K SDE band rewards speed. Buyers who can close in 75 days at 3x to 4x SDE are winning these consistently.

Working with CT Acquisitions as a buyer

We maintain a qualified buyer network of PE platforms, strategic acquirers, family offices, independent sponsors, search funds, and roll-up founders active in pool service. If your thesis fits the deal flow we see, we are direct, fast, and selective. We do not run broad auction processes. We match founders to the small number of buyers who are right for their specific business. For buyers, this means no wasted time on mis-fit deals, early access to deals that have not gone to market, and a sellers-first reputation that founders trust. We are paid by the buyer at close. Founders pay nothing.

If you are actively acquiring in pool service, set up a 30-minute conversation to walk us through your thesis. We will be direct about whether our deal flow fits.

Frequently asked questions about buying a pool service business

What EBITDA multiple should I pay when buying a pool service business in 2026?

For Sun Belt route-density platforms in the $5M to $15M EBITDA range with 30+ stops per technician per day and chemical-led revenue mix, expect competitive bidding in the 5.5x to 8x EBITDA range. Owner-operator routes in the sub-$500K SDE range transact at 3x to 5x SDE. The factor that moves multiples most is route density, followed by Sun Belt MSA concentration and revenue mix (chemicals 60 to 70% is the platform target).

How long does it take to close a pool service acquisition?

From signed LOI to close, 60 to 120 days is typical. Sophisticated buyers with route-mapping diligence capability close at the fast end (60 to 75 days). Deals with complex seller transitions, commercial pool concentration, or multi-state operations extend to 150+ days. The binding constraint is usually route mapping and customer concentration diligence, not the buyer’s speed.

Should I use an SBA loan to buy a pool service business?

SBA 7(a) works well for independent buyers acquiring owner-operator routes and smaller route-density operators up to $5M in purchase price. Rates are favorable (prime plus 2.0 to 2.75%) and the 10-year amortization helps cash flow. The constraint is the SBA requirement that the seller exit operationally within 12 months, which can conflict with pool service founder-transition structures where the seller needs to stay 18+ months to manage the customer-retention earnout.

How do I source pool service deal flow if I am new to the category?

The most effective sourcing channels for buying a pool service business, in order of yield: direct outreach to operators you have identified through state contractor licensing records and route-density estimation; relationships with home services CPAs and M&A attorneys in Sun Belt MSAs; presence at Pool & Hot Tub Alliance (PHTA) events and the International Pool Spa Patio Expo; relationships with M&A advisors who specialize in home services (CT Acquisitions among them); and broker-listed deals (where you will compete with every other buyer).

What is the biggest mistake first-time pool service buyers make?

Underestimating how directly the route technician owns the customer relationship. First-time buyers often focus on the financial deal and the customer list, then reassign route technicians in month one to optimize density. The customers cancel within 30 to 60 days and follow the displaced technician to a competitor. Retention bonuses, route-tech continuity, and operational stability in the first 6 months are essential to preserving the value being acquired.

Can I buy a pool service business with no industry experience?

Yes, with caveats. The cleanest path for non-operators is acquiring a route-density operator with a strong route manager in place plus a 12 to 18 month founder transition. Search funders regularly acquire pool service businesses with no prior industry experience using this structure. Avoid acquiring owner-operator routes where the founder is the primary technician; in that case you are buying the founder’s personal customer relationships, and the transition risk is severe.

How much working capital do I need to close a pool service deal?

For a $3M EBITDA pool service business, expect to fund 5 to 10% of revenue in working capital at close (chemical inventory, route truck inventory, accounts receivable, prepaid customer deposits). That is typically $400K to $1M on top of the purchase price. Pool service operates with lower working capital than HVAC because chemical inventory turns faster and most residential routes are auto-paid monthly. Financing structures usually fold this into the facility.

How does Sun Belt concentration affect what I should pay?

Florida, Arizona, southern Texas, southern California, and Nevada operators trade at a 1.0x to 2.0x EBITDA multiple premium over routes north of the I-10 seasonality line. The premium reflects 52-week recurring chemical revenue versus 26 to 36 weeks of active service for northern routes. Within the Sun Belt, primary MSAs (Phoenix metro, Tampa-St. Pete, Naples-Fort Myers, Houston, Dallas-Fort Worth, Las Vegas, Inland Empire) trade higher than secondary MSAs. Buyers building in secondary Sun Belt MSAs can capture 1.0x to 1.5x of EBITDA arbitrage versus primary-market pricing.

Related resources for buyers

• Pool service valuations and multiples (seller perspective) for context on what sellers are being told
• Maximize your pool service business valuation with recurring revenue for the recurring-route thesis
• Buying a landscaping business for adjacent route-density home services dynamics
• Buy a business overview for the full home services buyer universe
• Schedule a 30-minute call to walk us through your acquisition thesis