Selling a Security Technology & Hardware business

Security tech and hardware deals usually turn on basic, provable operations. Buyers press on job margins, whether RMR survives a handoff, and whether licenses, key people, and vendor programs transfer cleanly on day one. (Better: “Buyers press on job margins and on whether RMR survives a handoff and whether licenses, key people, and vendor programs transfer cleanly on day one.”)

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What's your security technology & hardware business worth?

What buyers evaluate, and how to prepare

Can the buyer legally and practically keep doing the work on day one, and which licenses matter in each jurisdiction?

Deal-critical

Licensing Transfer

What buyers determine

Buyers are checking whether crews can keep installing and servicing systems immediately after close. If the qualifying agent is the owner or one key employee, revenue can stall while the buyer gets a replacement approved, even if customers want to stay. That risk often drives longer transitions, holdbacks, or delayed closes.

How to prepare

Map every state, city, and AHJ to the exact license or permit required and renewal dates
List each qualifier, their employment status, and the backup plan if they leave
Document customer credentialing needs like badging, background checks, and insurance endorsements
Write a day-one plan covering re-filings, notice requirements, and what can continue during the gap

Great answer

We operate in 3 states and 11 municipalities. This one-page matrix shows each license, renewal date, and the named qualifier. Two W-2 leaders qualify the core jurisdictions that represent 84% of revenue; I’m only the qualifier in one city at 6% of revenue. We confirmed the buyer can add their qualifier within 30 days, and our transition plan keeps work covered during that window.

Good answer

We’re licensed everywhere we work, and we can pull the renewal dates and documentation. We believe the buyer can keep operating, but we haven’t fully mapped out the qualifier bench and replacement timing yet.

Red flag

All the licenses are in my name, and I’m leaving at close. We’ll figure out the licensing after the sale.

How Rejigg helps:Rejigg’s data room lets you share a jurisdiction-by-jurisdiction license and qualifier map so buyers can underwrite transferability early.

What happens to monitoring and service revenue when ownership changes, and what can actually cancel?

Deal-critical

RMR Durability

What buyers determine

Buyers want to see whether recurring revenue is backed by assignable contracts and consistent service, not personal relationships and handshake promises. They also look at security-specific churn drivers like false alarms, response times, property manager turnover, and forced platform changes. Strong RMR supports higher multiples, while shaky RMR often pushes the deal toward earnouts.

How to prepare

Break down monthly billing by type: monitoring, maintenance, managed access, hosted video, cellular, and other recurring items
Summarize contract terms: assignability, remaining term, notice windows, termination penalties, and central station or dealer constraints
Calculate churn and tag cancellations by reason, including false alarms, service issues, property sales, and platform swaps
Document how you handle cellular and SaaS price increases, including pass-through language and repricing cadence

Great answer

RMR is $182k/month: 41% monitoring, 26% service agreements, 21% hosted video and storage, and 12% managed access and cellular. The weighted average remaining term is 22 months, 93% is explicitly assignable, and our central station accounts are in our name with no change-of-control penalty. Attrition is 6.8% annualized over the last 12 months, and we track cancellation reasons; false-alarm friction is under 0.5% because we run a training and call-list update workflow.

Good answer

We have meaningful RMR across monitoring and service agreements, and customers usually stay. We can pull contract language and churn, but it isn’t packaged in a buyer-ready format yet.

Red flag

RMR is sticky. People don’t cancel security, and most agreements are in emails anyway.

How Rejigg helps:Rejigg helps you present RMR the way buyers diligence it by storing contract samples and a clean RMR breakdown in one place.

Are your install margins repeatable, and can you show gross margin by job type with evidence?

Deal-critical

Job Margins

What buyers determine

Security installs can look profitable until you account for programming, commissioning, rework, and unbilled change orders. Buyers want proof that margin comes from process and job selection, not from a few lucky projects or end-of-quarter vendor rebates. Clear job-type margin ranges reduce retrades when diligence gets into job costing.

How to prepare

Segment install work into 4–8 job types with typical margin ranges
Produce closed-job reporting showing estimated vs actual labor hours, material variance, and change orders
Document your weekly open-job review cadence and how you catch margin drift early
Write clear change-order rules with triggers, approvals, and billing timeline

Great answer

We track margin by job category: access retrofits run 34–42% gross margin, camera refreshes 28–36%, and new construction averages 22–28% due to GC terms. Here are 52 closed jobs with bid vs actual hours; most misses came from unscoped programming time, which we fixed with a standard line item and a commissioning checklist. Change orders average 9% of install revenue, and 96% are signed before work proceeds.

Good answer

We know which job types make money and why, but we haven’t pulled a clean bid-versus-actual report across closed jobs. We review problem jobs, just not in a consistent report.

Red flag

Margins are pretty similar on most work. We don’t track labor versus estimate.

How Rejigg helps:Rejigg makes it easy to share job-type margin ranges and a closed-job margin file so buyers can see what drives profitability.

How much of your backlog is signed, scheduled, and buildable, and how does it map to crew capacity?

Deal-critical

Backlog Quality

What buyers determine

Buyers discount backlog that is verbal, unfunded, stuck in submittals, or impossible to staff with your current tech bench. They care about near-term cash flow and whether backlog converts without overtime, reschedules, and margin bleed. A backlog view tied to skills and calendar capacity signals a controlled operation.

How to prepare

List backlog with stage, planned start and finish, and blockers like parts, access windows, and permits
Assign backlog to specific PMs and tech leads, including skill requirements like programming or certifications
Flag concentration risk tied to one GC, property manager, or bid calendar
Document long-lead SKUs and your approved alternates and customer sign-off process

Great answer

Backlog is $1.9M: $1.5M is signed and released, $280k is awarded pending submittal approval, and $120k is verbal, which we exclude from forecasts. This schedule ties to crews; two access-control cutovers require our three certified programmers, and we’ve blocked their weeks already. We track long-lead items, too. Two specified camera models are running 10–12 weeks, so we keep approved alternates and customer sign-off templates ready.

Good answer

We have solid backlog, and most of it is signed, but it isn’t organized by stage and staffing. We can pull it from our project system.

Red flag

Backlog is what’s in the pipeline. If we win it, we’ll staff it.

How Rejigg helps:Rejigg lets you share a stage-and-capacity backlog report securely so buyers can underwrite execution risk without endless follow-ups.

Walk me through a service call from dispatch to invoice, and what does ticket aging look like?

Important

Service Operations

What buyers determine

Service performance protects RMR and future upgrade revenue, especially when sites have access-control permissions, camera storage issues, or network changes. Buyers use ticket aging, callback rates, and ticket notes to judge whether the service department is under control. A tight workflow also reduces owner dependency and improves retention after close.

How to prepare

Export ticket aging and response metrics, and tag older tickets with documented reasons
Document triage rules, on-call rotation, and escalation paths
Standardize service-to-invoice steps, including required notes, parts usage, approvals, and billing cadence
Track callbacks and warranty work separately from billable service

Great answer

Dispatch logs and classifies the call, then assigns based on site history and tech skill. After-hours escalations go to a rotating on-call lead, not to me. The median time to first response is 38 minutes, and 90% of tickets close within 5 business days; older tickets are usually waiting on parts or customer access and always have notes and an owner. Techs cannot close a ticket without labor time, parts, and root-cause notes, and invoices go out twice a week.

Good answer

We use a ticketing system and have a service coordinator, and we try to bill consistently. We can export ticket aging, but we don’t review it as a standard KPI set today.

Red flag

Service is mostly calls and texts. Tickets and billing depend on what people remember.

How Rejigg helps:Rejigg helps you store ticket-aging exports, service workflows, and sample invoices so buyers can diligence service execution quickly.

Which platforms do you install, and how exposed are you to one manufacturer, one distributor, or one dealer credential?

Important

Vendor Dependence

What buyers determine

Buyers look for concentration risk in manufacturer lines and distributor credit, plus exposure to dealer program changes, backorders, and pricing shifts. Standardizing on a platform can help margins and training, but only if you have real alternates and enough certified staff to deliver them. They also want to understand how rebates, deal registration, and quarter-end programs affect reported gross margin.

How to prepare

Break down revenue by manufacturer and platform across access, video, intrusion, and intercom, plus distributor mix
Document employee certifications by platform with renewal dates
Summarize rebate and deal registration programs and how you account for them
Write a substitution policy for long-lead items with customer approval templates and training coverage

Great answer

Our top ecosystem is 52% of install revenue because we standardized our commissioning playbook, and we maintain two trained alternatives for access and VMS with stocked spares for emergency swaps. Five employees hold the key certifications, and we track renewal dates. Rebates average 1.8% of COGS, and we model them separately so monthly job margin is not overstated.

Good answer

We lean on one main platform, but we can install others when needed. Certifications exist, but we need to centralize them and show coverage by tech.

Red flag

We’re basically a dealer for one line. If they change terms, we’ll figure it out.

How Rejigg helps:Rejigg lets you show platform mix, certifications, and vendor terms in one place so buyers can size vendor risk accurately.

Can the operation keep running without your top technicians, and who covers complex programming tomorrow?

Important

Key Staff Risk

What buyers determine

Buyers want to see bench strength for programming, commissioning, and high-stakes troubleshooting that touches customer networks and permissions. When knowledge lives with one person, service slows down, callbacks rise, and RMR churn can follow. This often affects retention packages, seller transition length, and deal structure.

How to prepare

List single points of failure and assign named backups for each critical function
Standardize documentation updates after every change, including as-builts, network settings, device lists, and password management
Create ride-along and escalation workflows that teach junior techs complex sites
Prepare retention plans for key staff, including pay, schedule, on-call fairness, and growth path

Great answer

We have three people who can program and commission our core platforms, and complex sites have current documentation in a shared repository with access controls. Junior techs ride along on cutovers, and our escalation tree does not depend on one person’s phone. We also have a written retention plan for lead techs, and two of our top four technicians have been here for more than six years.

Good answer

We have a couple strong senior techs, and we expect them to stay, but we need to tighten documentation and cross-training. We’re building backups, but it’s not complete yet.

Red flag

If our top tech left, we’d be in trouble. He knows the sites and has the passwords.

How Rejigg helps:Rejigg’s Owner’s Guide helps you build a real transition and retention plan that buyers can underwrite.

Can you show real controls like job costing, inventory discipline, and closeout, using one job from quote to final payment?

Important

Controls & Closeout

What buyers determine

Buyers look for proof that you can manage labor hours, material usage, and cash collection without surprises. In security integration, weak closeout creates long-tail pain: missing as-builts, untracked serials, and incomplete commissioning turn into expensive future service calls. Strong controls usually show up as steadier margins and faster collections.

How to prepare

Document a quote-to-closeout workflow, including commissioning, as-builts, punch lists, and billing milestones
Export job-costing reports and review them on a fixed cadence
Create an inventory and RMA process with serial tracking and obsolete-stock reviews
Standardize closeout packages to avoid delayed payment

Great answer

Here’s a recent access-control retrofit with the estimate, parts list, labor units, change orders, weekly job review notes, commissioning checklist, as-builts, and the closeout package we used to collect final payment. We track serials for warranty and RMA, and we reconcile parts issued versus returned on every job. Inventory aged over 180 days is under 2% of annual COGS because we review obsolete items quarterly and avoid stocking dead models.

Good answer

We close jobs out, and we track materials, but the process varies by PM. Job costing exists, but we don’t review it consistently enough yet.

Red flag

Once it’s working, we move on. Inventory is whatever is on the shelf.

How Rejigg helps:Rejigg’s data room helps you share one end-to-end job file as proof of controls, which cuts diligence friction.

After an install, who owns the relationship, and how does new work actually enter the company?

Good to have

Customer Channels

What buyers determine

Buyers want to know whether growth comes from channels you can repeat and control. GC work can feed installs, but many markets see margin pressure if you never own the end-user relationship for service, upgrades, and renewals. Channel mix also helps buyers understand concentration risk and where the next $1M of revenue realistically comes from.

How to prepare

Break down revenue and new jobs by source, including GCs, property managers, IT referrals, manufacturer leads, inbound, and installed-base upgrades
List top referral partners and note whether the relationship depends on one person
Document who signs service agreements and who initiates service calls post-install
Show examples of upgrades and refresh projects sold into the installed base

Great answer

New work is 38% property managers, 27% repeat GCs, 21% installed-base upgrades, and 14% inbound and referrals, and we track it in the CRM. On GC jobs, we push hard for an end-user handoff; 82% of those sites convert to a service agreement within 60 days because we set expectations during turnover. The service manager, not me, owns renewals and escalations.

Good answer

Most work comes from a few strong relationships and repeat customers. We know the channels qualitatively, but we don’t track them consistently.

Red flag

We don’t track lead sources. The GC usually owns the relationship.

How Rejigg helps:Rejigg helps you match your channel mix to the right buyer type and communicate it directly, without broker gating.

Do your financials stand on their own, with clean books, documented add-backs, and support for RMR, job mix, and working-capital swings?

Deal-critical

Financial Readiness

What buyers determine

Buyers and lenders need earnings they can reconcile to projects, service, and RMR billing. They also model working capital, since integrators often pre-buy hardware, carry AR, and deal with pay-when-paid terms. Messy financials and unsupported add-backs commonly lead to retrades, slower financing, or a failed close.

How to prepare

Prepare 24–36 months of monthly P&Ls and balance sheets, plus a documented add-backs schedule
Separate revenue and COGS for installs, service, monitoring and managed services, and hardware resale where possible
Build a simple WIP (Work in Progress), backlog, and deferred revenue summary that ties to billing and cash timing
Organize lender-ready documents: tax returns, AR and AP aging, inventory, debt schedules, and customer concentration

Great answer

We have 36 months of monthly financials, tax returns, and a documented add-backs schedule with receipts and payroll detail. Revenue and gross margin are separated into installs, service, and RMR, so you can see why cash moves when we pre-buy hardware. AR and AP aging and inventory reconciliations are current, and our WIP and backlog summary ties to billing milestones so working capital is predictable.

Good answer

Our books are accurate, our accountant can provide statements, and the add-backs are real but not fully documented yet. We still need cleanup to split installs, service, and monitoring cleanly.

Red flag

The P&L doesn’t reflect how the business works. We’ll explain it in diligence, and add-backs are flexible.

How Rejigg helps:Rejigg can import your QuickBooks financials and organize them in a secure data room so buyers and lenders can diligence cleanly.

Straight from buyer evaluations

“Once cameras and access control systems are installed in a building, nobody wants to rip them out and start over. Combine that with service agreements where over 90 percent of customers renew, and you've got income that's literally built into the walls.”

Installed EquipmentBuyer evaluating a commercial access control and intercom company

“Twenty-two field technicians, a lead installer who's been running crews for six years, and detailed records on every job they've done. This isn't a one-man operation. This is a real business I can grow.”

Crew DepthBuyer reviewing a low-voltage security installer

“They've built a network of over a hundred partners nationwide that acts as a built-in sales channel. I don't have to build a sales team from scratch. The distribution is already there.”

Dealer NetworkBuyer analyzing a security hardware company with channel partnerships

“The school district business alone is impressive. Multi-year relationships, repeat upgrade cycles, and they're already on the approved vendor list. When a school needs security cameras or access control, this company gets the call.”

Backlog & PipelineBuyer evaluating a security company with an education-sector focus

“What sold me was the mix: installation projects bring in revenue up front, then monitoring and service agreements keep money coming in every month. The monthly income doesn't stop just because new installations slow down.”

Recurring RevenueBuyer reviewing revenue mix at a security technology company

How buyers value this type of business

Where you land in that range depends on how much of your revenue comes from ongoing service and monitoring contracts versus one-time installation projects, and whether the business runs without you in the field.

3x–8x

annual profit

Depending on recurring revenue, team depth, and customer mix

What drives a premium

Service and monitoring contracts that renew each year
When customers keep paying for monitoring and maintenance month after month, buyers see reliable income they can count on.
Trained, certified technicians who stick around
Technicians with the right licenses and certifications are hard to find. A stable crew signals a business that can keep delivering.
Equipment already installed in customers' buildings
Cameras, access panels, and intercoms wired into buildings create loyal customers because replacing them would be expensive and disruptive.
Customers in different industries
When your revenue comes from a mix of commercial buildings, schools, apartments, and government — not just one type — the business is more stable.

Common add-backs

Personal vehicles running through the company fleetYour salary above what you'd pay a general managerOne-time costs from ramping up for a large projectFamily members on payroll who won't stay after the sale

What the process looks like

5–8 months from listing to closemedian 201 days across closed deals

1
Listing
The day your business goes live on Rejigg.
2
First messageMedian: 4 days later
A buyer requests a conversation by sending a first pitch.
3
First callMedian: 7 days later
Your first completed call with a buyer to answer questions about your business.
4
Letter of intentMedian: 59 days later
A buyer submits an LOI and you choose to accept, decline, or negotiate.
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

Security companies looking to expand into your area or add new servicesCompanies in related trades like IT services, electrical, or building management who want to add securityFirst-time buyers with technical backgrounds who like the idea of steady monitoring revenueInvestors building a group of regional security companies

Common questions about selling a Security Technology & Hardware business

What is a security integration business typically worth?

Most security integrators sell on a multiple of cash flow (usually SDE or EBITDA), and price moves with what buyers can prove and finance. Durable, contract-backed RMR, consistent gross margin by job type, and a workable license and qualifier bench usually support stronger valuations. Heavy project mix, GC dependence, thin tech bench, or weak service metrics often pull multiples down. Start with Rejigg’s <a href="/valuation" style="color: #1d4d05; font-weight: 600;">free valuation calculator</a>, then sanity-check the result against RMR assignability, churn, and job-costing proof.

Do I need a broker to sell my security technology & hardware company?

No, although it depends on how complex your deal is and how comfortable you are running a process. Brokers often charge 5–10% and mainly provide buyer outreach, NDAs, and process management. In security integration, buyers usually want operational evidence early, like licensing maps, ticket aging, backlog by stage, and RMR contract terms, so a buyer-ready data room matters more than a glossy deck. Rejigg provides pre-vetted buyers, digital NDAs, secure document sharing, and offer tracking. Start with the <a href="/owners/owners-guide/prepare-to-sell-your-business" style="color: #1d4d05; font-weight: 600;">preparation guide</a>.

Can a buyer use an SBA loan to buy a security integrator or alarm business?

Often yes, especially when cash flow is documented and RMR is contractual and assignable. SBA lenders tend to scrutinize customer concentration, margin stability, and license or qualifying-agent transfer because a licensing gap can stop revenue. They also focus on working capital needs created by hardware buys and AR timing on project work. Use Rejigg’s <a href="/sba-calculator" style="color: #1d4d05; font-weight: 600;">SBA loan calculator</a> to model payments, then be ready with clean financials, RMR detail, and a transition plan.

How should I think about working capital in a security integration deal?

Working capital is often a real negotiation point because integrators can front hardware, carry AR for 45–90 days, and wait on payment until commissioning or closeout. Most buyers expect a “normal” level of net working capital at close, then true-up after closing based on the target definition. If AR is bloated or AP is stretched, expect a price adjustment. Build a monthly working-capital trend and tie it to backlog and WIP so buyers can see the pattern. Rejigg’s deal tracking helps you compare offers with different working-capital targets.

How do earnouts work for security integrators and monitoring businesses?

Earnouts show up when buyers worry about RMR retention, service performance, or project margin volatility on backlog. Common earnout metrics in security include RMR retained at 6–12 months, gross margin on converted backlog, or new bookings from specific channels like property managers or GCs. Definitions matter. You should spell out how property sales, service credits, and central station pass-throughs affect “RMR.” If you accept an earnout, negotiate measurement rules, reporting rights, and operating control. Rejigg’s offer comparison helps you weigh earnout-heavy terms against higher cash at close.

What documents will buyers ask for first in a security tech & hardware sale?

Buyers usually start with financials, then ask quickly for operational proof. Expect requests for job-level margin history (bid vs actual labor), backlog by stage (signed, released, buildable), RMR detail by service type with contract terms, service ticket aging metrics, and a license and credential map by jurisdiction. Many will also ask about vendor programs like dealer tiers, rebates, and distributor credit terms. Rejigg’s data room is built for this upload-once workflow, with controlled access under NDA. See the <a href="/owners/owners-guide/due-diligence-and-closing" style="color: #1d4d05; font-weight: 600;">due diligence checklist</a>.

How long does it take to sell a security integration company?

Many deals close in 3–6 months, but timing depends on licensing, customer consent requirements, and how clean your backlog, WIP, and RMR documentation is. Deals slow down when buyers cannot confirm qualifier transfer, assignability, or service performance without weeks of back-and-forth. The fastest processes happen when the seller can answer early questions with exports and documents, including ticket aging, backlog stages, and contract samples. Rejigg helps by pre-vetting buyers, handling NDAs digitally, and centralizing diligence in one data room. If timing is tight, start prep 30–60 days before listing.

What tax issues come up when selling a security technology & hardware business?

Tax impact depends on whether you do an asset sale or stock sale and how the purchase price is allocated across goodwill, equipment, software or IP, and non-compete. In security integration, allocation can matter because vehicles, tools, and inventory may be treated differently than customer relationships and RMR. Buyers often prefer asset deals to limit legacy liability, especially when monitoring contracts, central station relationships, or dealer agreements are involved. Talk to a tax advisor early and model after-tax proceeds across a few structures. Rejigg’s deal tracking helps you compare offers by estimated net proceeds.

How are vehicles, tools, and test equipment valued in a security integrator sale?

Most buyers treat vans, tools, ladders, testers, and IT gear as part of normal operations and value the business mainly on cash flow. Large fleets or specialized equipment may be valued separately or used in purchase-price allocation. In diligence, the bigger issue is proof: condition, titles versus leases, and whether the equipment list matches what is actually on hand. Build a list of vehicles and major gear with VINs, lease terms, and maintenance history. Store it in Rejigg’s data room so buyers do not assume the worst and discount the price.

Can I sell just the monitoring book (RMR) and keep the install/service operation?

Sometimes, depending on how separable your accounts are. Buyers will look at who holds the central station relationship, whether contracts allow assignment, how billing and collections are handled, and whether service obligations are bundled into the monitoring promise. A common friction point is operational entanglement: if truck rolls, inspections, or access-control programming are required to keep cancellations down, the buyer may require a service agreement or transition services. Rejigg’s buyer marketplace can help you find monitoring-focused buyers while keeping carve-out terms and diligence organized.

What’s the difference between selling to another integrator vs a financial buyer in this industry?

Strategic integrators often pay up when your geography and platform stack fit their operations because they can gain dispatch density, improve vendor pricing tiers, and share programming and commissioning talent. Financial buyers usually focus on management depth, reporting, durable RMR, and repeatable job costing. Both will care about licensing transfer and key technician retention, especially for access control and networked video. Rejigg’s buyer vetting and direct messaging make it easier to run parallel conversations and compare offers on structure and certainty. Start with <a href="/owners/owners-guide/find-your-dream-buyer" style="color: #1d4d05; font-weight: 600;">finding buyers</a>.

What happens to customer contracts when I sell a security integrator?

It depends on assignment clauses and the customer environment. Many service agreements and monitoring contracts allow assignment with notice, but some require consent, especially in government, healthcare, education, and other secured facilities. Buyers also look for change-of-control triggers in vendor and dealer agreements, including central station, VMS licensing, access-control software, and cellular programs. Before you go to market, summarize assignability and notice requirements by contract group, and upload representative agreements to Rejigg’s data room under NDA so buyers can diligence without overreaching on price.

How do non-competes and transition agreements usually work for security business sales?

Non-competes usually restrict the seller from competing in a defined geography and service scope for a set period, and they are often paired with a transition services agreement (TSA). In security, TSAs commonly cover qualifier continuity, customer introductions to key property managers or GCs, and support for complex cutovers where site knowledge and programming history matter. The details vary by market and buyer type. Negotiate clear hours, responsibilities, response expectations, and what is included versus billable. Use Rejigg’s <a href="/owners/owners-guide/transitioning-after-the-sale" style="color: #1d4d05; font-weight: 600;">transition planning guide</a> to structure it.

How should I handle confidentiality when selling (customers, techs, and vendors)?

Confidentiality is especially sensitive in security because customer site lists, system details, and vendor pricing can create real harm if they leak. Most sellers use staged disclosure: share high-level financials and mix first, then release customer names, site details, and vendor terms only after the buyer is qualified, under NDA, and far enough into diligence. Some deals also use redacted contract samples until later. Rejigg supports this with pre-vetted buyers, digital NDAs, and a permissioned data room where you control who sees each file and when.

What are the most common reasons security integration deals fall apart in diligence?

Deals most often break when the basics do not hold up under proof. Common issues include qualifier transfer that does not work on the buyer’s timeline, RMR that is less assignable or more cancellable than represented, job margins that cannot be supported with job-level costing, or service operations with old tickets and unbilled labor. Vendor risk can also surface late, such as dealer status that cannot transfer or distributor credit constraints. You can avoid many of these by organizing the evidence early in one diligence package. See <a href="/owners/owners-guide/due-diligence-and-closing" style="color: #1d4d05; font-weight: 600;">due diligence and closing</a>.

Should I clean up my QuickBooks before listing my security business?

Yes, because clean books reduce retrades and make SBA and conventional financing easier. Security buyers typically want installs, service, and monitoring or managed services separated, with add-backs supported by payroll detail and receipts. They will also look closely at how you treat hardware purchases, inventory, and project billing and closeout since those drive working capital. Rejigg’s QuickBooks integration can pull financial data into a buyer-ready data room so you spend less time rebuilding spreadsheets and more time answering operational diligence questions with proof.

What if my business has lumpy project revenue—can it still sell well?

Yes, as long as the lumpiness is explainable and the margins are consistent. Buyers usually accept project-heavy integrators when job gross margin holds by job type, backlog is signed and buildable, and working-capital swings are predictable given hardware buys, AR timing, and pay-when-paid terms. A real service and RMR base helps, especially when service metrics are controlled. Bring closed-job margin history, backlog stages, and billing cadence so the buyer can model cash. Rejigg helps you package those artifacts and compare offers that price project volatility differently.

How do I compare two offers that have different structures (seller note, earnout, working capital)?

Compare offers on risk and certainty, not just the headline price. In security deals, you usually want to line up cash at close, seller note terms, earnout triggers (often tied to RMR retention), working-capital targets and true-ups, and any holdbacks tied to licensing or customer consent. Also, evaluate operational fit, including platform overlap and technician bench, because that can drive churn and affect earnouts. Rejigg’s offer dashboard lets you compare terms side-by-side so you can pick the best risk-adjusted outcome. See <a href="/owners/owners-guide/negotiate-a-deal" style="color: #1d4d05; font-weight: 600;">negotiate a deal</a>.

How do I sell my security technology business?

What is my security technology business worth?

Most security technology businesses sell for 3 to 8 times annual profit. Where you land depends on how much revenue comes from recurring monitoring and service contracts, how deep your tech team is, and how much the business runs without you. 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.

How long does it take to sell a security technology business?

Do I need a broker to sell my security technology business?

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.

What do buyers look for in a security technology business?

Do security service contracts transfer when I sell my business?

How do licenses and certifications affect selling a security company?

Licenses and permits are an important part of selling a security business. If your licenses are held personally rather than by the company, the buyer will need a plan to get their own. Document every license, when it renews, and what's required to transfer it. Doing this before you start talking to buyers removes a major source of delays. <a href="/owners/schedule-consultation-call" style="color: #1d4d05; font-weight: 600;">Talk to Rejigg</a> about transition planning.

Will my technicians stay after I sell my security business?

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