The Company is a wholesale distributor of Middle Eastern foods, supplying a full assortment across three categories: shelf-stable staples, frozen prepared foods, and specialty produce. It serves independent Middle Eastern grocers and other customers including restaurants, caterers, and specialty retailers. Orders are recurring and relationship-driven, with the Company acting as a one-stop source for a customer base that values authenticity, consistency, and reliability.

Investment Highlights

• Established niche operator: 25 years serving Middle Eastern grocers, restaurants, and specialty retailers — a specialty position that broadline distributors do not serve well.

• Diversified, recurring product mix: pantry staples (olive oil, dates, spices) drive repeat volume; frozen ready-to-eat items (kibbeh and similar) and specialty produce add margin and differentiation.

• Sticky, relationship-based revenue: long-standing customer relationships across independent grocers and foodservice accounts produce predictable, recurring order flow.

• Lean, owner-operated model: the business runs with no employees and no payroll burden — 2025 SDE of $362,886 on $1,284,813 revenue (28.2% margin) flows almost entirely to the owner. A buyer stepping in with a small team takes over a clean, low-overhead operation ready for growth.

• Hard-to-replicate capabilities: deep import supplier relationships and cold- chain/frozen distribution infrastructure create a meaningful barrier to entry. 

• Growth runway: mainstream adoption of Middle Eastern and Mediterranean foods, expansion of higher-margin frozen and private-label lines, and untapped foodservice and e-commerce channels.

Customers & Markets

• Core channel: independent Middle Eastern grocers and ethnic markets.|

• Secondary channels: restaurants, caterers, delis, specialty and mainstream retailers.

• Geographic footprint: DMV, Philly, Carolinas + additional cities in MI and OH

Operations & Assets

• Facility: warehouse with dry, refrigerated, and frozen storage; leased under extremely competitive rates

• Fleet & Equipment: 2 Chevy Refrigerated Box Trucks; 1 Chevy Van; 2 Walk-In Freezers and 1 Walk-in Refrigerator; Toyota Forklift; Power and Manual Jacks

• Suppliers: key import relationships

Ideal Buyer Profile

• A hands-on owner-operator. This is not a passive or absentee acquisition. The buyer should expect to work in the business daily — handling supplier relationships, orders, deliveries, and customers — much as the seller does today.

• Bring a small team. The ideal buyer comes in with one or two others (family members, partners, or trusted employees) to work alongside them, providing coverage across administrative, logistics, and sales/customer service from day one.

• Category or food-distribution experience preferred: familiarity with Middle Eastern products, import food supply, or wholesale distribution accelerates the transfer of supplier and customer trust.

• Financially prepared for owner-operator economics: the SDE represents the total return to the owner#39;s labor and capital; a buyer should plan their own compensation from that figure, and adding payroll for their team is a factor to build into the post- close model.

The Company is a wholesale distributor of Middle Eastern foods, supplying a full assortment across three categories: shelf-stable staples, frozen prepared foods, and specialty produce. It serves independent Middle Eastern grocers and other customers including restaurants, caterers, and specialty retailers. Orders are recurring and relationship-driven, with the Company acting as a one-stop source for a customer base that values authenticity, consistency, and reliability.

Investment Highlights

• Established niche operator: 25 years serving Middle Eastern grocers, restaurants, and specialty retailers — a specialty position that broadline distributors do not serve well.

• Diversified, recurring product mix: pantry staples (olive oil, dates, spices) drive repeat volume; frozen ready-to-eat items (kibbeh and similar) and specialty produce add margin and differentiation.

• Sticky, relationship-based revenue: long-standing customer relationships across independent grocers and foodservice accounts produce predictable, recurring order flow.

• Lean, owner-operated model: the business runs with no employees and no payroll burden — 2025 SDE of $362,886 on $1,284,813 revenue (28.2% margin) flows almost entirely to the owner. A buyer stepping in with a small team takes over a clean, low-overhead operation ready for growth.

• Hard-to-replicate capabilities: deep import supplier relationships and cold- chain/frozen distribution infrastructure create a meaningful barrier to entry. 

• Growth runway: mainstream adoption of Middle Eastern and Mediterranean foods, expansion of higher-margin frozen and private-label lines, and untapped foodservice and e-commerce channels.

Customers & Markets

• Core channel: independent Middle Eastern grocers and ethnic markets.|

• Secondary channels: restaurants, caterers, delis, specialty and mainstream retailers.

• Geographic footprint: DMV, Philly, Carolinas + additional cities in MI and OH

Operations & Assets

• Facility: warehouse with dry, refrigerated, and frozen storage; leased under extremely competitive rates

• Fleet & Equipment: 2 Chevy Refrigerated Box Trucks; 1 Chevy Van; 2 Walk-In Freezers and 1 Walk-in Refrigerator; Toyota Forklift; Power and Manual Jacks

• Suppliers: key import relationships

Ideal Buyer Profile

• A hands-on owner-operator. This is not a passive or absentee acquisition. The buyer should expect to work in the business daily — handling supplier relationships, orders, deliveries, and customers — much as the seller does today.

• Bring a small team. The ideal buyer comes in with one or two others (family members, partners, or trusted employees) to work alongside them, providing coverage across administrative, logistics, and sales/customer service from day one.

• Category or food-distribution experience preferred: familiarity with Middle Eastern products, import food supply, or wholesale distribution accelerates the transfer of supplier and customer trust.

• Financially prepared for owner-operator economics: the SDE represents the total return to the owner#39;s labor and capital; a buyer should plan their own compensation from that figure, and adding payroll for their team is a factor to build into the post- close model.