Established in 2008, this Central New Jersey company imports and wholesales home textile products under two proprietary registered trademarks it owns outright — not distribution rights that can be terminated. Product categories span flat goods, fitted goods, blankets and decorative textiles, sold into regional and national retail chains, e-commerce platforms, wholesale distributors and an emerging hospitality channel.
The margin story is the headline. Between 2021 and 2025 ownership deliberately exited low-margin volume business and rebuilt around owned brands. Gross margin expanded from 14.1% to 38.0% — roughly 1,900 basis points above the 14–19% industry range. Revenue fell 46% from its peak over the same period, and reported adjusted EBITDA grew 35%, from $400,771 to $541,422. Any buyer reading the revenue trend in isolation will misread this business.
Sourcing is the moat. Direct manufacturer relationships in India and China average more than 15 years against an industry norm near five. That tenure buys pricing access, production priority and payment terms a new entrant does not receive, and it is the primary driver of the documented margin expansion. Customer retention exceeds 85% across a diversified base, with no single-category dependency.
The operating model is the opportunity. The business runs exceptionally lean: the owner personally handles sourcing, vendor negotiation, buying and customer relationships, while physical fulfillment is performed under a shared-services arrangement with a related company. That arrangement is not part of the sale and does not transfer at closing — a buyer must provide the fulfillment function. Separately, the facility lease expires December 31, 2026.
Taken together, these two facts mean every buyer chooses one of two operating models, and the choice materially changes the economics:
In-house: renew or replace the lease and hire a four-position warehouse crew. All-in facility and logistics cost approximately $893,563 annually.
Asset-light (3PL): do not renew the lease; outsource fulfillment to a third-party logistics provider. Cost of $276,720–$310,685 annually at seller-confirmed container volume, against a fully-priced rate sheet available in diligence.
The spread between them is roughly $616,843 per year. The asset-light model is what makes this transaction SBA-financeable, and it is available to any buyer — it requires no existing warehouse, no complementary business and no corporate platform. A first-time individual buyer can execute it on the same terms as a strategic acquirer.
On valuation: our supporting Business Valuation Report applies five methods across the Income, Market and Asset approaches and contains no synergy component whatsoever. Cost savings a particular acquirer could achieve by folding this business into their own operations are excluded by definition under the Fair Market Value standard. They remain available to a strategic buyer — we simply price them at zero and let the buyer capture them.
Reason for selling: the owner is stepping back from day-to-day operations and management of the business to dedicate time to family responsibilities. This is a planned transition, not a distressed one — and it is worth reading alongside the financial trend above, where the revenue reduction was a deliberate margin strategy rather than a loss of business.
Included in the sale: two registered trademarks, proprietary product designs and patterns, the domain, the customer list and retention base, direct manufacturer relationships, established distribution channels, documented standard operating procedures and training materials, inventory and FF&E, and a three-year / fifty-mile non-compete. The owner will provide a contracted transition period with an extended consulting option.
Full financials, the third-party logistics rates, the Business Valuation Report and a detailed Confidential Information Memorandum are available to qualified buyers upon execution of an NDA.
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