From SBA 7(a) loans to seller notes and earnouts, understand the capital structures used to close specialty trades deals in the $1M–$3M revenue range.
Stucco and plastering businesses are SBA-eligible, asset-light specialty trades that typically sell at 2.5x–4x SDE. Most acquisitions combine an SBA 7(a) loan with a seller note and modest buyer equity, structured around equipment value, project backlog, and crew retention risk.
The most common financing vehicle for stucco contractor acquisitions. Covers goodwill, equipment, and working capital with a 10-year term and low down payment requirements for qualified buyers.
Pros
Cons
The seller carries a portion of the purchase price as a subordinated promissory note, often used to bridge the gap between SBA loan proceeds and total deal value in stucco acquisitions.
Pros
Cons
A portion of the purchase price is contingent on post-close revenue or EBITDA performance, commonly used when customer concentration or owner dependency creates valuation risk in stucco businesses.
Pros
Cons
$1,400,000 (asset purchase of stucco contractor with $1.8M revenue and $380K SDE)
Purchase Price
Approximately $12,800/month combined SBA principal and interest at 11% over 10 years
Monthly Service
Estimated 1.42x DSCR based on $380K SDE less $217K annual debt service; above 1.25x SBA minimum threshold
DSCR
SBA 7(a) loan: $1,120,000 (80%) | Seller note on standby: $140,000 (10%) | Buyer equity at close: $140,000 (10%)
Yes. Most stucco and plastering contractors qualify for SBA 7(a) financing as operating businesses with tangible assets, payroll, and at least 3 years of operating history. Clean financials and licensed staff improve approval odds.
Typically 10–15% of the purchase price in equity at close. On a $1.4M deal that is $140K–$210K. A seller note can cover part of the gap, reducing required cash further if the SBA lender approves the structure.
Yes, SBA 7(a) loans cover intangible value including goodwill. Lenders may apply a discount if customer concentration exceeds 40% or if the seller holds all key GC relationships without documented transferability.
Owner dependency and crew loss post-close. If key licensed applicators leave or GC relationships dissolve after transition, revenue drops and debt service coverage erodes quickly. Retention agreements and earnout structures help mitigate this.
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