Selling an Irrigation Services business

After hundreds of buyer calls with irrigation owners, deals move faster when you can explain your service mix, spring capacity, route tightness, and what you do to keep callbacks from wiping out peak-season hours.

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What buyers evaluate, and how to prepare

Can you break down revenue and believable margins by job type: startups, winterizations, repairs, upgrades, and installs (even if job costing isn’t perfect)?
Deal-critical
Financials

What buyers determine

They’re checking whether earnings hold up after spring and fall rushes, or if profit is getting lost in drive time and rework. They also want to see which job types actually pay and which ones look busy but create second trips and warranty work.

How to prepare

  • Split the last 12–24 months into 5–7 buckets (startups, winterizations, repairs, tune-ups, upgrades, drip conversions, installs).
  • Write down pricing by bucket (flat rate, T&M (Time and Materials), diagnostic fee + menu) and typical gross margin ranges.
  • Tie the buckets back to monthly bookkeeping and note cash timing vs. the work performed.
  • List the top margin drivers (diagnostic time, parts availability, second trips, windshield time).
Great answer
Last 12 months, we did $1.42M: 26% spring startups, 18% winterizations, 34% repairs/diagnostics, 12% controller/drip upgrades, 10% installs. Job costing isn’t perfect, but our margins are consistent by type: repairs run 52–58% gross margin when we finish same-day, and installs are 35–40% depending on trenching and restoration. The biggest swing is second trips, so we track re-visits and dispatch by geography to protect labor hours.
Good answer
We can break revenue into startups, winterizations, repairs, and installs and give rough margin ranges, but we haven’t tied it cleanly to monthly seasonality.
Red flag
It’s mostly residential and commercial, and margins are about the same across everything.
How Rejigg helps:Rejigg’s data room and QuickBooks integration help you package clean financials and a job-type revenue story buyers can underwrite quickly.
What does the owner do that customers never see: tricky diagnostics, controller programming, HOA complaints, scheduling reshuffles? Who takes that over after close?
Deal-critical
Owner Dependence

What buyers determine

They’re testing whether the company runs on systems or on you personally holding the schedule, troubleshooting, and relationships together. Most buyers focus on whether the first full spring season works without you, because that’s when mistakes and bottlenecks show up fast.

How to prepare

  • List owner responsibilities by season and assign each to a person or a written process.
  • Identify 10–20 key relationships (property managers, HOA boards, landscape partners, suppliers) and add a second point of contact.
  • Write dispatch rules (geography batching, emergency slots, approval thresholds).
  • Propose a transition plan that covers at least one spring cycle if needed.
Great answer
In season, I handle escalations: two-wire troubleshooting, final calls on HOA scope disputes, and schedule triage when weather compresses the week. Our office manager runs dispatch using the same batching rules every week, and our lead tech owns controller programming. I can stay through one full spring ramp to transfer HOA relationships and our troubleshooting playbook, then move to on-call support.
Good answer
I still handle the hardest issues and some HOA relationships, but our lead tech and office person can take most of it with a transition period.
Red flag
I’m the one who knows the systems and keeps the schedule together. The team just runs what I hand them.
How Rejigg helps:Rejigg’s Owner’s Guide helps you lay out a transition plan buyers can diligence and price with less uncertainty.
What’s your callback rate during peak season, what causes the rework, and what do you do to prevent repeats (photos, pressure checks, programming standards, approval steps)?
Deal-critical
Callbacks

What buyers determine

Callbacks burn your best technician hours without bringing in new revenue, especially in spring. Buyers want to see that quality is managed with standards and follow-up, not dependent on one tech quietly cleaning up everyone else’s work.

How to prepare

  • Define a callback (second visit within 14 days, warranty work, no-charge trips) and tag it consistently.
  • List your top 5 callback causes and the prevention steps (splice standard, glue-up cure time, pressure check, programming checklist).
  • Review callbacks weekly and adjust training, pricing, and checklists based on patterns.
  • Document the warranty policy and what is billable vs. no-charge.
Great answer
We count any second visit within 14 days as a callback and review them every Friday. In peak season, we run 6–8% callbacks, and the biggest drivers were wiring splices and rushed glue-ups. We added required photos for valve box work plus a pressure check before leaving, and controller programming follows a checklist with lead-tech signoff on exceptions.
Good answer
We get callbacks in spring, mostly from rushed work, and we coach it as it happens. We haven’t tracked it consistently yet.
Red flag
Callbacks are part of irrigation. We take care of customers but don’t really measure it.
How Rejigg helps:Rejigg helps you share standards, logs, and warranty rules in a clean data room so callbacks don’t turn into a pricing haircut.
Walk me through your operating calendar: when you hire and train, pre-sell spring, batch routes, and keep cash from getting tight when the weather flips.
Deal-critical
Seasonality

What buyers determine

They want proof you can handle spring startups and fall winterizations without breaking dispatch, quality, or cash flow. They also look at billing and collections, because a busy month can still feel like a cash crunch if AR lags behind payroll.

How to prepare

  • Create a month-by-month calendar (hiring, training, parts pre-buys, renewals, startup and winterization pushes).
  • Write billing and collection rules by customer type (same-day repairs vs. property managers on terms).
  • Summarize peak-week capacity (startups per crew per day, repair slots reserved for emergencies).
  • Document the weather surge plan (priorities, customer updates, staffing flex).
Great answer
We start pre-selling startups in February, and by March 15, we’re usually 60–70% booked for the first four weeks. Peak weeks, each crew targets 6–8 startups a day, plus a daily emergency repair window, and we batch by neighborhood to cut drive time. Repairs bill same day; property managers are net-30 to net-45, and we keep approvals and invoicing on a set cadence so cash tracks the work.
Good answer
Spring is our push. We book ahead and add seasonal help, but a lot of the process lives in people’s heads.
Red flag
We get busy when it warms up and figure it out week to week.
How Rejigg helps:Rejigg’s templates help you show buyers a real calendar for capacity, scheduling, and cash flow instead of “spring chaos.”
How tight are your routes? What does a typical tech’s day look like in peak season for stops per day and drive time (windshield time)?
Deal-critical
Route Density

What buyers determine

They’re modeling how many paid hours actually land on sites versus being lost to driving, parts runs, and reschedules. They also want to know your dispatch approach will stay efficient when the owner is less involved.

How to prepare

  • Define your real service zones and show core clusters with a simple map or list.
  • Track average stops per tech per day and average drive time in peak months.
  • Explain batching for startups and winterizations and how parts pickups are handled.
  • Call out any intentional dispersion and why it still pencils out.
Great answer
Most HOA and commercial work is within 15–20 minutes of the shop, and we split the city into two zones with one floater. April through June, a service tech averages 5–7 stops a day and under an hour of total drive time because we batch by geography. When we go outside the core area, it’s tied to two property managers and priced to cover windshield time.
Good answer
We keep techs on a side of town most days, but we haven’t measured stops per day or drive time closely.
Red flag
We go wherever the phone rings. The list is big so it works out.
How Rejigg helps:Rejigg helps you present routing and territory proof in your materials so buyers don’t assume drive time is eating your margins.
If you have maintenance agreements/service plans, what do they actually include? How do you stop them from turning into unlimited service calls?
Important
Maintenance Plans

What buyers determine

They care about recurring revenue when the scope is tight and renewal history is real. They’ll look at whether plan pricing still works with current labor and parts costs, and whether techs are giving away out-of-scope work in the field.

How to prepare

  • Write plan tiers and scope (what’s included, excluded, and what needs approval).
  • Show renewals by season: renewed, canceled, repriced.
  • Train techs on what they can comp vs. what requires a change order.
  • Document how you handle annual price increases and customer communication.
Great answer
Our residential plan includes a spring startup, a winterization, and one mid-season check. Labor is covered, and parts are billed. Anything beyond the included visits needs approval, and techs quote add-ons on site from a menu so we don’t “just do one more zone.” Last season, 82% renewed; we repriced 60% of plans, and cancellations stayed under 6%.
Good answer
We have plans and most people renew, but we should tighten what’s included and how techs handle extras.
Red flag
Plans are basically unlimited. We just take care of customers.
How Rejigg helps:Rejigg helps you show plan scope and renewal history in one place so buyers can treat it as real recurring revenue.
What percentage of work is HOA/property management/municipal? How do you control scope creep when boards change or approvals slow down?
Important
HOA & Commercial

What buyers determine

They’re weighing stability and route efficiency against bidding cycles, politics, slow approvals, and strict insurance requirements. They also want to understand customer concentration and whether your contracts separate routine maintenance from repair work clearly enough to stay profitable.

How to prepare

  • Break down revenue by customer type and flag any big concentration risks.
  • Summarize contract terms: scope, response times, approval thresholds, documentation requirements.
  • List key contacts and your relationship handoff plan.
  • Compile insurance and licensing requirements for top accounts.
Great answer
About 38% of revenue is HOA and property management across 14 communities, and no single account is over 9%. Maintenance scope and repairs are separated with an approval threshold: techs can fix up to $350, and anything above that needs written approval. Three property managers drive most of the work, and our service manager is already copied on emails and runs the monthly walkthroughs.
Good answer
We do a lot of HOA work, and it’s been stable, but the owner still handles many approvals and relationships.
Red flag
HOAs are great because it’s recurring. Contracts are flexible, and we just do what they ask.
How Rejigg helps:Rejigg makes it easier to share HOA contracts and concentration details with serious buyers while keeping account names controlled.
How do you handle parts: preferred vendors, markup, truck stock, and what happens during spring shortages or substitutions?
Important
Parts & Suppliers

What buyers determine

Parts discipline drives same-day completions, margins, and callback rates. Buyers want to see standardization, reorder routines, and backup suppliers so the business doesn’t rely on one tech’s memory or one counter person during spring crunch.

How to prepare

  • List suppliers, real credit terms, delivery cadence, and any rebates or pricing tiers.
  • Document standard brands and substitution rules (controllers, heads/nozzles, fittings).
  • Create truck stock standards and assign reordering responsibility.
  • Write a parts markup policy and a rule for road purchases.
Great answer
We buy about 80% through two distributors on net-30, with spring delivery twice a week. Each truck carries a standardized stock list, and the shop manager reorders weekly using min/max levels. We standardize on two controller lines to reduce programming errors, and substitutions need lead-tech approval so we don’t create mixed-system problems for future service calls.
Good answer
We have preferred suppliers and keep common parts on trucks, but stocking and reordering still depends on each tech.
Red flag
Techs grab parts as needed. Brands and suppliers change all the time.
How Rejigg helps:Rejigg helps you organize supplier terms, stock lists, and parts policies so buyers can trust same-day completion in peak season.
Who on your team can really diagnose: two-wire issues, electrical faults, smart controllers? Who can run a truck solo without calling you?
Important
Crew Capability

What buyers determine

They’re looking for bench strength, not headcount. In irrigation, one strong troubleshooter can hide a weak team, so buyers want proof that training, standards, and escalation paths produce consistent fixes without the owner.

How to prepare

  • Build an org chart with roles, tenure, and who can run solo.
  • Write standards and checklists for programming, wiring, valve box work, and photos.
  • Identify key techs and your retention plan (pay, incentives, growth path).
  • Define escalation rules for hard diagnostics and after-hours calls.
Great answer
We have three techs who can troubleshoot controllers and electrical faults. One is our lead two-wire specialist, and two others handle about 80% of diagnostic calls without escalation. New hires do two weeks of ride-alongs, then pass a checklist signoff for controller programming and wiring standards before they run solo. The office manages customer updates and scheduling, and techs know exactly when to call the lead.
Good answer
We have a couple strong techs and do ride-alongs, but we’re still building depth beyond the top person.
Red flag
Most guys can swap heads. The hard stuff comes to me.
How Rejigg helps:Rejigg helps you present your team depth with an org chart and standards so buyers don’t discount you for technical key-person risk.
What’s already booked for the next 2–8 weeks? How much is quoted waiting on approval versus expected seasonal repeats?
Good to have
Backlog

What buyers determine

They want near-term revenue visibility and a clear picture of how spring and fall repeats turn into scheduled work. For HOA and commercial, they also care how reliably quotes convert after board meetings and approval cycles.

How to prepare

  • Export the schedule by week and crew, tagged as booked, quoted pending, or expected repeats.
  • Summarize the quote pipeline for installs and retrofits (count, dollars, close rate, typical approval time).
  • List the triggers for repeats (prior-year lists, weather windows, board meeting cadence).
  • Write follow-up and rescheduling rules when approvals stall.
Great answer
We’re booked 5.5 weeks out: 62% confirmed startups and winterizations, and 38% repairs and upgrades. We’re tracking $190k quoted pending approval, mostly HOA controller upgrades with 2–4 week approval cycles. Expected repeats come from last year’s list; the office starts calls in February, and installs require a deposit before we block calendar time.
Good answer
We’re booked a few weeks out and have quotes pending, but we haven’t separated booked vs. pending vs. repeats cleanly.
Red flag
We stay busy. There’s always work coming in.
How Rejigg helps:Rejigg lets you share backlog and pipeline details with vetted buyers under NDA without exposing your full customer list.

Straight from buyer evaluations

“Over half the revenue came from seasonal service agreements that renew every year, start-ups and winterizations that customers just expect to happen. That kind of built-in repeat business is exactly what I was looking for.”
Repeat RevenueBuyer impressed by recurring revenue at a maintenance-focused irrigation company
“The estimating process was all templated, materials lists were documented, and the crew leads could price routine repairs without calling the owner. That told me this business actually runs on its own.”
Organized SystemsBuyer reviewing how organized operations are at an irrigation company
“When I saw the contractor list and how many of them had been ordering for five-plus years, I knew these weren't casual relationships. These are landscapers who depend on this company season after season.”
Loyal ContractorsBuyer analyzing long-term relationships at a wholesale irrigation distributor
“Three senior techs handle all the commercial system designs and each one has been there over four years. I wasn't buying a company where the owner is the only one who knows how the systems work.”
Experienced CrewBuyer impressed by crew depth at an irrigation services company
“The backlog going into spring was strong. Start-up appointments were booked through May and the install pipeline had six signed projects waiting on permits. That kind of visibility into what's coming made me feel great about the purchase.”
Strong PipelineBuyer reviewing the spring pipeline at an irrigation company

How buyers value this type of business

Where you land in that range depends on how much of your revenue comes from service agreements that renew every year versus one-time installs, and whether the business runs without you out in the field.

2x–6x
annual profit
Depending on service agreements, team, and how much runs without you

What drives a premium

  • Service agreements that renew every year
    Start-up, winterization, and maintenance contracts with a track record of renewals give buyers confidence in predictable seasonal revenue.
  • Techs who can handle things without you
    Experienced technicians who design systems, troubleshoot, and do repairs on their own show buyers the business can run smoothly after the sale.
  • Long-term contractor relationships
    Landscapers and property managers who've been ordering from you for years create steady, repeat demand that sticks around when ownership changes.
  • A clear process for pricing jobs
    Templates for estimates, documented labor rates, and job-costing records protect margins during a transition when the new owner is still learning the ropes.

Common add-backs

Your salary and your spouse's salary above what you'd pay replacementsPersonal vehicles and fuel run through the businessOne-time equipment purchases or shop improvements that won't happen every yearRent above market rate on a warehouse or yard you own personally

What the process looks like

5–8 months from listing to closemedian 201 days across closed deals
  1. 1
    Listing
    The day your business goes live on Rejigg.
  2. 2
    First messageMedian: 4 days later
    A buyer requests a conversation by sending a first pitch.
  3. 3
    First callMedian: 7 days later
    Your first completed call with a buyer to answer questions about your business.
  4. 4
    Letter of intentMedian: 59 days later
    A buyer submits an LOI and you choose to accept, decline, or negotiate.
  5. 5
    Deal closeMedian: 89 days later
    Assuming all is well in due diligence, you close the deal.
See the data behind this timeline in the 2026 Insight Report
Typical buyer types
Landscape companies looking to add irrigation as a service for their existing clientsHome services companies expanding by adding outdoor service providers in your areaExperienced operators from related trades like plumbing, water management, or landscape supplyFirst-time buyers with management experience attracted to a business with built-in seasonal demand

Common questions about selling an Irrigation Services business

Most irrigation service companies sell for roughly 2–5x SDE, and the range depends on what a buyer thinks they can repeat next spring. Tight routes, strong agreement renewals, and low callbacks usually push value up. Heavy HOA revenue can help when contracts separate maintenance from repairs and approvals don’t stall work, but it can drag value down if scope creep creates unpaid labor. For a starting point, try Rejigg’s <a href="/valuation" style="color: #1d4d05; font-weight: 600;">free valuation calculator</a>, then adjust for seasonality and truck- and equipment-replacement needs.
No. A broker can be helpful if you want someone to run buyer outreach, manage NDAs, and push diligence forward, but many irrigation owners sell without one. Brokers often charge 5–10%, so it’s worth comparing that cost to how much time you can realistically spend during spring and fall rush. Rejigg provides pre-vetted buyers, digital NDAs, messaging, calls, and a data room. To run your own process, start with <a href="/owners/owners-guide/find-your-dream-buyer" style="color: #1d4d05; font-weight: 600;">finding buyers</a> and then follow <a href="/owners/owners-guide/negotiate-a-deal" style="color: #1d4d05; font-weight: 600;">negotiating a deal</a>.
Often, yes. SBA 7(a) loans can work well for irrigation if your cash flow is well documented, add-backs are reasonable, and the business doesn’t rely on the owner’s personal license to legally perform the work. Lenders usually dig into seasonality (cash timing vs. payroll), customer concentration (especially property managers and HOAs), and fleet condition (near-term capex). To ballpark payments under different assumptions, use Rejigg’s <a href="/sba-calculator" style="color: #1d4d05; font-weight: 600;">SBA loan calculator</a> and keep lender-ready financials in your data room.
Plan on 3 years of P&Ls, year-end balance sheets, and business tax returns, plus a trailing twelve months (TTM) P&L. Irrigation buyers also commonly ask for monthly revenue to see spring and fall spikes, payroll summaries to understand peak staffing costs, and a fleet and capex list so April doesn’t come with surprise replacements. If you sell service plans, expect requests for plan counts and renewal history. Rejigg’s data room keeps everything organized with permissions so only NDA-signed buyers see sensitive files.
Typical add-backs include owner pay above market, a personal vehicle or phone, one-time legal or accounting bills, and truly non-recurring repairs. Buyers and SBA lenders usually push back on costs that show up every season, like regular overtime, ongoing vehicle repairs, and routine parts shrink. Clean add-backs tend to speed up financing and reduce retrades late in diligence. Rejigg’s checklists in <a href="/owners/owners-guide/prepare-to-sell-your-business" style="color: #1d4d05; font-weight: 600;">prepare to sell</a> help you list each add-back and attach support.
Many owners go to market in late summer or early fall, after the spring rush proves demand and before winter slows down. Others choose late winter so a buyer can plan the spring ramp with you still available for training and introductions. The right timing depends on your backlog, how predictable your startup schedule is, and whether cash gets tight in shoulder seasons. If you can support a buyer through one spring, that often reduces perceived risk and helps protect price. Rejigg lets you time outreach and diligence around your season.
Many irrigation deals close in about 3–7 months, but it depends on how ready your financials are and how quickly you can answer buyer questions about callbacks, route density, agreements, and seasonality. SBA deals often take longer because lenders need clean documentation and time for underwriting. The fastest processes usually have a clear backlog story and a clear plan for replacing the owner for dispatch and troubleshooting. Rejigg helps by handling vetting, NDAs, a data room, and deal tracking. See <a href="/owners/owners-guide/due-diligence-and-closing" style="color: #1d4d05; font-weight: 600;">due diligence and closing</a>.
Working capital is the cash and near-cash you need to run day to day, such as accounts receivable from property managers, stocked parts, and normal payables to suppliers. It matters in irrigation because spring can be payroll-heavy while payments lag, especially on HOA and commercial terms. Many deals set a working-capital target at closing so the buyer can operate immediately and the seller doesn’t accidentally “leave cash behind.” Rejigg’s deal tools help you compare offers side by side, including working-capital targets and true net proceeds.
In many smaller irrigation transactions, equipment value is reflected in the earnings multiple unless the fleet is unusually valuable or badly deferred. Buyers still scrutinize condition because a truck down in April can choke capacity and create missed startups and angry HOAs. Have a list with make, model, year, miles or hours, and notes on condition and near-term replacements. Photos and maintenance records help a lot. Rejigg’s data room makes it easy to share an organized equipment schedule without chasing email attachments.
Most main-street irrigation deals are asset sales. The buyer purchases equipment, inventory, phone number, website, customer relationships, and goodwill, and the seller keeps most unknown liabilities. Stock sales happen sometimes, usually when there are contracts, permits, or licenses that are hard to transfer, but they take more legal and tax work. Your CPA should review tax impact, and your attorney should handle assignments or novations for HOA and municipal agreements. Rejigg’s <a href="/owners/owners-guide/negotiate-a-deal" style="color: #1d4d05; font-weight: 600;">negotiation guide</a> covers common tradeoffs.
Buyers often ask for a non-compete, commonly 3–5 years, plus a non-solicit of customers and employees. In irrigation, routes are local and relationships with HOAs and property managers matter, so buyers want protection against the seller restarting down the street. What’s enforceable varies a lot by state, so it’s worth getting legal advice early. Rejigg helps on the confidentiality side by using pre-vetted buyers and digital NDAs before you share customer-sensitive materials.
They show up sometimes, especially when revenue is seasonal and a buyer worries about renewals, HOA rebids, or spring volume after the owner steps back. If you consider an earnout, the details matter: pick metrics that are hard to game, like revenue from a defined customer list or billed startups and winterizations, and require clear reporting and dispute rules. Earnouts can work, but they add ongoing friction and risk. Rejigg’s offer tools help you compare earnouts against more cash at close, seller notes, and timing risk.
Many buyers ask for 30–90 days, but transitions often go longer in irrigation because spring is when scheduling pressure and troubleshooting spike. If you can support one spring ramp, buyers usually feel better about retention and quality control. Spell out the work: introductions to property managers and HOA boards, training on controller standards, dispatch rules, and how you’ll handle escalations. Define a taper so you’re not “on call forever.” Rejigg’s <a href="/owners/owners-guide/transitioning-after-the-sale" style="color: #1d4d05; font-weight: 600;">transition planning guide</a> helps you put it in writing.
This varies by state and by customer mix, so buyers mainly want clarity and proof. Expect questions about what license is required to perform irrigation work, whether the license is tied to a person, and what happens if that person leaves. HOAs and municipalities often have specific insurance requirements, such as GL (General Liability) and auto limits and additional insured wording. If you do backflow-related work, there may be extra certifications and reporting. Keep copies of licenses and COIs (Certificates of Insurance) in Rejigg’s data room so diligence doesn’t stall.
Customer lists, HOA contracts, and technician rosters are sensitive, and leaks can cause real damage. A staged approach is usually safest: share a high-level overview first, then release customer names, contracts, and route details only after a buyer is vetted and signs an NDA. You can also hold back exact community names until later rounds and share concentration by percentage early on. Rejigg supports staged disclosure with pre-vetted buyers, digital NDAs, and document permissions so sensitive files aren’t floating around email inboxes.
Tax outcomes depend on your entity type (S-corp, LLC, C-corp), the deal structure (asset vs. stock), and how the price is allocated across equipment, inventory, and goodwill. Irrigation companies often have meaningful depreciated assets, like trucks and specialty equipment, so depreciation recapture can change the math. It’s worth involving a CPA early so you know what allocations help or hurt you before you negotiate. Rejigg’s deal tracking helps you compare offers with different allocations by net proceeds, not just headline price.
Many irrigation businesses run out of an owner-owned yard or shop, and buyers are often fine leasing it. Some even prefer leasing so they don’t have to finance real estate along with the business. The key is continuity: secure parking for trucks and trailers, parts storage, and a workable dispatch setup during peak season. If you sell the real estate too, expect a longer timeline and different financing. Rejigg lets you present both options and compare offers that include a lease versus a purchase.
Start with 3 years of financials and tax returns, a TTM P&L, and monthly revenue so buyers can see spring and fall spikes. Add a customer mix breakdown (HOA vs. residential), service plan templates and renewal history if you have them, insurance and licensing docs, and an equipment list with condition notes. Buyers also like operational proof: your callback definition, checklists for programming and wiring standards, a simple org chart, and a seasonality and dispatch playbook. Rejigg includes a built-in data room and a checklist in <a href="/owners/owners-guide/prepare-to-sell-your-business" style="color: #1d4d05; font-weight: 600;">prepare to sell your business</a>.
Start by pulling together your financials with service revenue separated from installs, a list of your service agreements, and your equipment inventory. You don't need everything polished before you start. List on <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg</a> where buyers are actively looking for irrigation companies. You'll connect directly with buyers and handle the process without a broker.
Most irrigation businesses sell for 2 to 6 times annual profit. A "multiple" just means the number your yearly earnings get multiplied by to estimate a sale price. Where you land depends on your service agreements, how strong your tech team is, and whether the business runs without you in the field every day. Try <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg</a>'s <a href="/valuation" style="color: #1d4d05; font-weight: 600;">free valuation calculator</a> for a starting estimate.
Three to six months is typical when your financials and contracts are organized. Seasonality matters. Buyers often want to see your spring start-up season or review your winterization numbers before closing. The biggest delays come from unclear financials and service agreements without clear renewal records.
No. Brokers typically charge 5 to 10 percent of the sale price. <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg</a> gives you buyer vetting, secure document sharing, and direct messaging so you can handle the process yourself. <a href="/owners/schedule-consultation-call" style="color: #1d4d05; font-weight: 600;">Schedule a free consultation</a> to see how it works. No commitment, no percentage.
Buyers want to see that your techs handle system design and repairs without you in the field, that your service agreements renew reliably, and that you have a clear process for pricing jobs. A healthy spread of customers, equipment in known condition, and clean financials also help. The less the business depends on you personally, the stronger the offers.
Buyers want to see how your business performs across the whole year. Spring start-ups, summer installs, fall winterizations, and any off-season services like snow removal or holiday lighting all factor in. Show monthly financials for at least two years so buyers can see the seasonal pattern. Companies with year-round revenue consistently get better offers.
In most successful deals, buyers want your technicians to stay because they hold the field knowledge and customer relationships. Expect conversations about keeping pay the same, certifications, and possibly retention bonuses for senior techs. Having a simple plan listing your key people, how long they've been with you, and what they earn shows the business is ready to hand off. <a href="/owners/schedule-consultation-call" style="color: #1d4d05; font-weight: 600;">Talk to Rejigg</a> about transition planning.
Most irrigation service agreements can transfer, but check each one for any language about assignment. HOA and property manager relationships can sometimes be tied to you personally. Start introducing your crew leads to key accounts before the sale, and try to time transitions around renewal cycles to keep things smooth and protect the value of the deal.

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