Structural Steel Fabricator — Northern Colorado, Since 1972, Automated Beam Line

The owner is retiring, stating a wish to spend more time with a growing family and with ranch life. The decision is reflected in how the business has been run and priced. Management discloses that the owner has scaled back involvement ahead of retirement and that a planned successor exited the business — taking the company's 3D detailing software license with him, after which detailing moved to an outside subcontractor — and attributes recent revenue running below the 2019 peak to those ownership factors, together with estimating, marketing, and business development practices that have not kept pace with current industry standards, rather than to a loss of market position. Consistent with that, the business is offered as an asset purchase priced on its tangible asset base — machinery, equipment, tooling, and verified inventory — with no value attributed to goodwill and no reliance on current earnings or projected growth. The owner is available for a short transition period following closing, the core shop team is expected to remain, and the seller may consider financing a portion of the purchase price for a qualified buyer.

The company operates from a long-held industrial fabrication facility in Northern Colorado totaling approximately 8,860 square feet on a 1.19-acre lot, with an adjacent 0.97-acre parcel bringing the real estate to roughly 2.16 acres across two parcels. The building is served by 12-foot-high garage doors, which management believes accommodates movement of fabricated structural steel and the company's truck and trailer fleet. The property is owned by an entity related to the seller and is offered for sale separately and concurrently at $1,700,000; a buyer acquiring it would avoid the cost and disruption of rigging and relocating the installed plant. An adjacent unit currently occupied by a subtenant is being vacated, freeing additional building space and approximately one acre of fenced yard. The sale is structured as an asset purchase and includes a complete working equipment base, every item of which has been physically observed on site and is reported by the owner as in use or available for use: an automated CNC beam punch line (2009) with three stationary presses and 45 feet of infeed and outfeed conveyor; a mitre band saw line with tilt frame and PC-based control (2016) plus two additional band saws; a 175-ton by 12-foot hydraulic press brake with a full set of dies; hydraulic pipe and tube bending; two hydraulic ironworkers; three standalone C-frame hydraulic punches (two 90-ton, one 30-ton) with a dedicated power unit; a 100-ton two-head press; a hydraulic plate shear to ½ inch by 10 feet; CNC profile cutting with a 48 x 48 inch envelope; plasma cutting to 100 A and track-mounted oxy-fuel cutting; a full complement of MIG and TIG welding power sources with an overhead festoon boom and travelling wire feeder; two diesel forklifts rated 13,300 and 8,900 pounds; a 2-ton underhung monorail crane and hoist; roller tables, stands, layout and welding tables, benches, tooling, hand and power tools; an air compressor; and two transformers confirmed owned by the company rather than leasehold improvements. A four-unit vehicle and trailer fleet conveys, consisting of a 32-foot flatbed gooseneck trailer, a 1-ton pickup, a 24.5-foot flatbed truck, and a second pickup. Raw material inventory of approximately $58,000 at cost as of September 2026 — plate, hollow structural section, pipe, angle, beam, bar, all thread, and bolts — conveys and will be counted and adjusted at closing. The company's 3D structural steel detailing license was reassigned to a departing employee and is not an asset of the business; detailing is outsourced on a per-job basis. The equipment has not been independently appraised and no values are stated; qualified buyers are invited to inspect under power and receive a complete itemized schedule in diligence. A small number of items are retained by the seller for personal use, including a manual box and pan brake, an engine-driven welder/generator, and one of three oxy-acetylene torch sets.

The owner is retiring and has committed to a short, defined transition: two weeks full-time immediately following closing, followed by two additional weeks of part-time support. Continuity beyond that window rests largely with the existing team. The core shop group — shop foreman, fabricator, and bookkeeper — is each expected to remain with the business post-sale, and the bookkeeper is reported to have capacity to take on increased responsibilities under new ownership. The company's outside detailing and field erection subcontractors are engaged on a per-job, piece-work basis with no written agreements; management indicates they are expected to remain available to a new owner who wishes to use them, though no contractual obligation conveys with the sale and a buyer is free to source these functions elsewhere. The seller may consider financing a portion of the purchase price for a qualified buyer, with terms open to negotiation and not predetermined. Where the business and the real estate are acquired by separate parties, the seller has indicated a willingness to coordinate closings concurrently so the operation is not disrupted.

The company competes in structural steel fabrication for commercial and industrial construction across Northern Colorado and the Front Range, a corridor that has supported sustained commercial and industrial building activity over the period the business has operated. Demand in this trade tracks nonresidential construction starts, which management notes are cyclical, and work arrives project by project through contractors, developers, and industrial end users rather than under long-term contracts. On a trailing-twelve-month basis, invoice-level revenue of $1,108,353 was spread across 52 distinct customers and weighted toward shop fabrication, with materials and fabrication at 91.6% of revenue and installation at 8.3% — a mix management describes as historically consistent with the company's role as a fabricator. Field erection is coordinated through subcontractors rather than performed in-house, which allows the small core team to concentrate on shop production, and structural steel detailing is likewise outsourced on a per-job basis. Revenue is concentrated among the larger accounts: the top customer represented 21.0%, the top three 46.0%, the top five 60.1%, and the top ten 83.0%. Management believes the underlying relationships with its largest accounts are long-standing and expected to continue, but a buyer should independently evaluate retention risk given the absence of written agreements and the project-based nature of the work. Management attributes the company's position relative to smaller regional job shops to three factors: 54 years of continuous operation in the same market, installed automated beam processing capability, and ownership of a complete working equipment base rather than rented or leased plant. Near-term demand drivers identified by management include heavy industrial, logistics, and high-tech infrastructure development in the region, alongside public works and horizontal construction bid opportunities.

Management has identified several areas it has not pursued, none of which is reflected in the asset-based asking price. Two relate directly to scope the company currently buys rather than performs. Structural steel detailing is outsourced on a job-by-job basis — the company's own 3D detailing license was reassigned to a departing employee and does not convey — so a buyer willing to license detailing software and hire or contract a detailer could capture margin now paid to a third party; the beam line accepts files in either of the two common detailing formats, so a buyer is not tied to one software brand. Field erection is likewise subcontracted, which allows the small core team to concentrate on shop fabrication; an owner with erection crews could carry projects from fabrication through installation and retain that scope. Regional demand is a further area: Northern Colorado is seeing a wave of heavy industrial, logistics, and high-tech infrastructure development that management believes may support additional demand for structural steel, heavy equipment framing, and specialized enclosures. Referenced projects include a sovereign AI data center on a 41-acre site in the region, described as the largest such facility in the state, and the final phase of a large logistics and fulfillment facility expected to open in late 2026 — project types generally associated with complex structural steel packages, racking, and support structures. Horizontal and public works in the same corridor, including a $14 million regional roundabout and freight infrastructure expansion and a 118-acre multi-sport stadium complex, may provide an ongoing pipeline of public and commercial bid opportunities. Management notes that energy and water moratoriums have temporarily paused data center construction in one municipality while industrial activity has migrated toward the adjacent county, and that the interstate and industrial park corridors may be the more accessible near-term targets. The company holds no contracts in connection with any of these projects and has not yet pursued a structured effort to position itself with the general contractors and developers behind them. Operationally, a new owner could modernize estimating practice — including price escalators to manage material cost fluctuation — build structured marketing and business development where little currently exists, update shop processes and systems, and rebuild shop headcount to run more concurrent work on equipment that is already installed and operating. A buyer acquiring the real estate would also gain the option to expand into the space and yard being vacated by a subtenant, or lease it out.