Evaluating a Mobile Auto Detailing Business
This business opportunity involves a well-positioned mobile auto detailing company operating in a mid-sized metro area in the Southern United States. The business offers on-site detailing, ceramic coating, paint correction, fleet washing, and interior sanitation services to both consumer and B2B clients. With $1.2 million in annual revenue and $265,000 in trailing EBITDA, the business operates with six mobile vans, nine full-time technicians, a centralized dispatch admin, and a small warehouse facility for overnight vehicle storage and supply restocking. The company services private customers in residential driveways and also maintains fleet service contracts with car dealerships, corporate fleets, and car rental locations.
For acquirers targeting mobile service businesses with recurring revenue and lean operating models, this detailing company presents a compelling entry point. The business is already systematized for daily scheduling, accepts online bookings, operates GPS-tracked mobile vans, and maintains a Google rating above 4.8 stars across over 350 reviews. However, to structure an acquisition properly, buyers must consider the concentration of technician dependency, the licensing environment, and how to enhance recurring revenue to justify leveraged financing.
A deal structure using the SBA 7(a) program would likely follow the following format:
Purchase Price: $895,000 (3.38x EBITDA)
SBA Loan: $671,250 (75%)
Buyer Equity Injection: $89,500 (10%)
Seller Financing: $134,250 (15%), interest-only for 12 months, subordinate to SBA
Because detailing services rely heavily on skilled labor often without formal licensing requirements but subject to local regulations for water use, chemical handling, and environmental runoff any deal should be structured to preserve technician retention and operational continuity. A risk-adjusted seller note clause should be considered that reduces the balance payable if more than 30% of active full-time technicians depart within 90 days of close without cause.
Retention bonuses (e.g., $2,000 per technician paid at 6 months post-close) and signed employment agreements are also advisable to protect the buyer's ability to maintain route capacity and revenue continuity. The seller should be obligated, via transitional agreement, to introduce the buyer to all B2B clients and facilitate the renewal or assignment of contracts where necessary.
The company has a warehouse lease in place for $2,400/month on a gross basis, which includes indoor van parking, water reclamation system, detailing bay, and storage for chemicals and pressure washing equipment. The lease is assignable with two years remaining and a three-year renewal option. Buyers should confirm that the facility remains zoned appropriately for chemical storage and that any runoff management systems comply with local EPA guidelines or city code. Environmental audits are not typically required for mobile detailing companies but may become relevant if the facility expands into high-volume coatings or solvent-based paint correction.
On the residential side, the business averages 220 to 270 consumer jobs per month, with average ticket size of $180–$240 depending on the level of service. For B2B clients, the company maintains fleet agreements with three dealerships and two rental car agencies, totaling over $390,000 in annual recurring revenue. These accounts are serviced on weekly or bi-weekly schedules and typically pay via ACH at net-15 or net-30 terms.
The primary opportunity for improvement lies in converting more of the residential client base to subscription models. Currently, only 6% of individual customers are enrolled in monthly or quarterly auto-detailing plans. By introducing a membership structure e.g., "Shine Club" at $69/month for one basic exterior wash and $40 off any detail the buyer could increase LTV (lifetime value), stabilize cash flow, and reduce dependency on new lead flow.
The company uses Housecall Pro for scheduling and payment processing, with technician app access for route optimization and upsell tracking. A buyer could easily layer on a CRM like Jobber or Zoho to introduce automated review requests, subscription billing reminders, and long-term client follow-up sequences.
Employee structure consists of W-2 hourly techs, with average tenure just under two years. Each tech is trained in water usage compliance, use of eco-friendly soaps, and customer interaction SOPs. The company has invested in branded uniforms, logoed vans, and online scheduling for professional presentation. Technicians earn performance bonuses based on upsells and customer reviews. A buyer may wish to convert the pay model into a base-plus-commission structure or introduce tiered compensation based on volume, retention, and customer satisfaction.
The business has very little owner dependency. The seller currently works around 5–10 hours per week on oversight and vendor coordination. All customer communication, scheduling, payment collection, and technician management is handled by a full-time operations coordinator who will remain on post-sale. The seller is willing to provide a 90-day transition with optional consulting thereafter.
Marketing has been almost entirely digital. The company ranks in the top 3 for “mobile detailing” and “ceramic coating” in its metro area, with monthly ad spend of ~$1,500 generating a steady stream of online bookings.
The buyer could improve lead gen by adding:
Direct Mail Retargeting: Postcard follow-up to prior customers offering detail discounts or new member enrollment
Fleet Outreach Campaigns: Email and phone outreach to facilities managers, vehicle fleet operators, and car rental franchises
Instagram Video Content: Highlighting ceramic coatings, before-and-after results, and customer testimonials
Legal due diligence should include confirming business license compliance with city mobile service ordinances, verifying employee classification (especially if any are paid on 1099), and confirming vendor contracts for chemicals and supplies. The buyer should also confirm that all equipment, including water tanks, reclaim systems, generators, polishers, and vacuums, are included in the asset purchase agreement and that no undisclosed liens exist.
Growth potential is strong if the buyer can:
Add one to two more vans and techs to expand capacity to underserved zip codes
Increase subscription revenue to at least 15–20% of total bookings within 12 months
Launch partnerships with apartment complexes, hotels, and office parks for regular on-site service days
Create a bundled offer with other home service businesses (e.g., pressure washing, HVAC filter replacement) for high-value households
Ideal buyers include:
Home service entrepreneurs seeking mobile-based, route-dense business models
Existing auto service operators looking to vertically integrate or add upsell services
Investor-operators seeking stable cash flow with limited fixed infrastructure
The transaction can be structured cleanly as an asset purchase under SBA 7(a) guidelines, but should include revenue stabilization clauses, technician continuity protections, and short-term seller consulting. If structured properly, the business represents a high-margin, geographically portable service platform with strong customer loyalty and growing consumer demand for convenience-based auto care.
