The Complete Guide to Selling a Restoration Business

By Cat3 Books · Restoration Bookkeeping Specialists. Updated May 2026.

Introduction

This guide is the definitive reference for restoration company owners considering a sale. It covers everything from understanding who's buying and at what prices, to preparing your business for maximum value, to navigating the legal and financial mechanics of a transaction.

Who this is for: Restoration company owners at any stage of exit consideration — from "thinking about it in 5 years" to "I have an LOI on my desk." The earlier you engage with this material, the more options you have.

What's covered: The current M&A landscape (named buyers, active platforms), valuation mechanics (SDE vs. EBITDA, how multiples are set), the specific factors that move your multiple up or down, a 24-month preparation checklist, the due diligence process, Quality of Earnings, deal structure options, tax implications, and post-sale considerations.

The restoration M&A market: Between 150 and 300+ restoration company transactions occur annually in the United States. Peak Business Valuation, 2024 Private equity has been consolidating the industry since 2018, and the wave continues. The window for strong multiples — driven by PE competition for acquisitions — is open now but not permanently.

The Restoration M&A Landscape

National PE-Backed Platforms

Servpro / Blackstone Blackstone acquired Servpro for an estimated $1.8–2.0B in 2019. Public deal disclosures, 2019 The Servpro system generates $4B+ in annual system-wide revenue and continues to grow through franchisee acquisition and organic expansion. Individual Servpro franchisees actively acquire independent restoration companies in their markets.

BluSky Restoration BluSky was backed by Partners Group and Kohlberg & Company. Aggressive commercial restoration focus. Targets $5M+ commercial operations. Higher multiples for commercial-heavy revenue mix.

ATI Restoration ATI (Restoration) is a PE-backed platform with particular strength in commercial and large-loss work. Active acquirer in major metro markets.

BELFOR Property Restoration BELFOR is the largest independently owned restoration company globally, with significant U.S. operations. Active acquirer of specialty operations (contents, document restoration, large-loss commercial).

Paul Davis Restoration / Harvest Partners Paul Davis's parent was acquired by Harvest Partners in 2019. Active through the franchise system and direct acquisitions.

Service Brands International / Neighborly Neighborly aggregates multiple home services brands. Less specific to restoration than the above, but active in adjacent acquisitions.

Regional Rollup Activity

In addition to national platforms, dozens of regional rollup vehicles operate in specific markets:

• PE-backed companies building platforms in specific metros (Denver, Phoenix, Southeast, etc.)
• Larger independent restoration companies buying regional competitors
• Franchise development groups acquiring independent operators to convert to franchise

Regional rollups often pay slightly less than national platforms (4–6x vs. 5–8x) but move faster and have less due diligence friction.

Buyer Type vs. Multiple vs. Characteristics

Valuation Methods: SDE vs. EBITDA

How to Calculate SDE

SDE = Net Income + Interest + Taxes + Depreciation + Amortization + Owner Salary + Owner Benefits + Non-recurring Expenses − Non-recurring Income

For a restoration company owner who pays themselves $90,000 in salary plus $18,000 in benefits and the company shows $150,000 net income:

| Item | Amount | |---|---| | Net income | $150,000 | | + Interest expense | $12,000 | | + Depreciation | $35,000 | | + Owner salary | $90,000 | | + Owner health insurance | $14,000 | | + Owner vehicle (personal use portion) | $8,500 | | + One-time legal settlement | $22,000 | | = SDE | $331,500 |

At 3x SDE, this business is worth approximately $994,500.

How to Calculate Adjusted EBITDA

EBITDA = Net Income + Interest + Taxes + Depreciation + Amortization

Adjusted EBITDA adds back: non-recurring expenses, excess owner compensation above market rate, and any personal expenses run through the business.

For a $3M revenue restoration company where the owner pays themselves $180,000 (above market rate of $110,000 for a GM at this size):

| Item | Amount | |---|---| | Net income | $210,000 | | + Interest expense | $28,000 | | + Income taxes | $18,000 | | + Depreciation | $52,000 | | + Amortization | $8,000 | | = EBITDA | $316,000 | | + Excess owner comp ($180K − $110K market rate) | $70,000 | | + One-time equipment loss | $35,000 | | = Adjusted EBITDA | $421,000 |

At 5.5x adjusted EBITDA, this business is worth approximately $2.3M.

The SDE-to-EBITDA Transition

The transition from SDE to EBITDA valuation typically occurs as:

• Revenue crosses $1.5M–$2M
• EBITDA exceeds $400K–$500K
• The company has management infrastructure that would survive without the owner

This transition is significant because EBITDA multiples (4–8x) are generally higher than SDE multiples (2–4x) for the same earnings figure. A $400K SDE company at 3.5x = $1.4M. The same company re-rated as $400K EBITDA at 5.5x = $2.2M. The difference is $800,000 — and it's achieved through building management infrastructure, not growing revenue.

Multiples by Company Size

The Multiple Compression at Small Scale

Sub-$500K EBITDA companies receive lower multiples for structural reasons that are worth understanding:

1. Owner dependency: Small restoration companies often have all key relationships, all technical knowledge, and all operational decisions concentrated in the owner. If the owner leaves, the business deteriorates. Buyers price in this risk.

2. Limited management bench: Without a crew lead, operations manager, or sales/marketing person operating independently, the buyer must either hire immediately post-close or depend on an earnout retention structure.

3. Financial record quality: Small companies are more likely to have cash-basis books, missing job-level P&L, or personal expenses mixed in. Each requires a QoE adjustment.

4. Fewer competing buyers: At sub-$500K EBITDA, the national PE platforms are less competitive. Regional buyers dominate, which reduces competitive tension on price.

Rate Environment Effects

The 2022–2024 interest rate environment (Federal Funds Rate at 5.25–5.50%) compressed multiples by 0.5–1x versus the 2019–2021 low-rate environment. As rates normalize in 2025–2026, modest multiple expansion is possible. But the structural drivers (PE competition, restoration industry growth) are more durable than rate cycles.

What Moves the Multiple

Factor 1: Financial Record Quality

Multiple impact: ±0.5–1.5x

Clean accrual-basis financials with 3+ years of complete job-level P&L, reconciled supplement tracking, and a professionally prepared QoE add 0.5–1.5x to the multiple. Cash-basis books, personal expenses mixed in, or a failed QoE can cost the same.

What "clean books" means to a buyer:

• 3 years of accrual-basis financials
• Revenue recognized correctly (no pull-forward, no deferral)
• All add-backs documented with supporting evidence
• AR aging accurate and collectible
• No unexplained revenue variances

The valuation impact: A $400K EBITDA company with clean books receives $2.4M at 6x. The same company with cash-basis books and a QoE that downgrades EBITDA to $320K after adjustments receives $1.6M at 5x. The difference is $800,000 — for the same actual business performance.

Factor 2: Revenue Diversification

Multiple impact: ±0.25–0.75x

TPA diversification, service-line mix, and direct vs. TPA revenue ratio all affect the multiple.

Multiple-positive signals:

• 5+ TPA programs, each under 25% of total revenue
• Balance of direct carrier work and TPA-routed work
• Multiple service lines (not just water mitigation)
• Commercial accounts in addition to residential

Multiple-negative signals:

• Single TPA program represents >50% of revenue (concentration risk — if the program drops you, revenue drops 50%)
• Single service line only
• No commercial revenue (residential-only operations have higher volatility)

Factor 3: Customer Concentration

Multiple impact: ±0.25–0.5x

Any single customer, TPA program, or revenue source representing more than 25% of revenue is a concentration risk that buyers discount.

| Concentration Level | Multiple Impact | |---|---| | No customer/program >15% of revenue | Neutral to positive | | One customer/program 15–25% | Minor discount (0.25x) | | One customer/program 25–40% | Moderate discount (0.5x) | | One customer/program >40% | Significant discount or deal break |

Factor 4: Owner Dependency

Multiple impact: ±0.5–1.5x

The degree to which the business depends on the owner to function is one of the most significant valuation drivers in small-business M&A. A company that would lose 40% of revenue if the owner left tomorrow is far less attractive than one with a crew leader, operations manager, and established customer relationships that operate independently of the owner.

Multiple-positive signals:

• Operations manager or crew lead who handles day-to-day without owner intervention
• Established TPA relationships with the company name, not just the owner's personal relationships
• Documented processes and training materials
• Key employee retention plan (written agreements)

Multiple-negative signals:

• Owner is the primary estimator, adjuster contact, and customer relationship holder
• No management layer between owner and field crew
• Revenue follows the owner's relationships, not the company's brand

Factor 5: IICRC Certifications and Market Position

Multiple impact: ±0.25–0.5x

IICRC certifications signal competence, compliance capability, and customer credibility. Specific certifications that matter to buyers:

| Certification | Significance for M&A | |---|---| | WRT (Water Damage Restoration Technician) | Baseline for any water company | | ASD (Applied Structural Drying) | Validates proper drying protocol | | AMRT (Applied Microbial Remediation Technician) | Required for mold work | | FSRT (Fire and Smoke Restoration Technician) | Required for fire work | | OCT (Odor Control Technician) | Supports fire and mold revenue | | RRT (Registered Restoration Technician) | Senior-level validation | | IICRC Firm Certification | Company-level; required for some TPA programs |

A well-certified operation commands a slight premium because it signals to buyers that the revenue is built on defensible technical capability.

Factor 6: Equipment and Asset Ownership

Multiple impact: ±0.25–0.5x

Owned equipment (air movers, dehumidifiers, trucks, extraction equipment) represents tangible assets that the buyer receives and can immediately deploy. Rental-dependent operations carry ongoing cost that owned-equipment companies avoid.

Equipment as an M&A consideration:

• A full mitigation equipment inventory is typically valued at 50–70% of replacement cost in an asset sale
• Owned equipment adds tangible value to the transaction; it's not just a "goodwill" purchase
• Well-maintained equipment with documented service history is valued higher than undocumented equipment

The 24-Month Prep Checklist

Months 1–6: Financial Foundation

Week 1–4:

• [ ] Engage a restoration-specialized bookkeeper if you don't have one
• [ ] Assess current books: cash vs. accrual, job-level P&L completeness, owner comp treatment
• [ ] Identify all personal expenses currently running through the business and plan their removal

Month 1–3:

• [ ] Convert to accrual-basis accounting (if on cash basis)
• [ ] Rebuild the chart of accounts for proper separation (service lines, TPA fees as COGS)
• [ ] Normalize owner salary to a market-rate management salary ($80,000–$130,000 depending on size)
• [ ] Remove or separately document all personal expenses
• [ ] Create job-level P&L for all current and recent closed jobs

Month 3–6:

• [ ] Build a supplement tracking log and reconcile against AR
• [ ] Implement 13-week cash flow forecasting
• [ ] Confirm all IICRC certifications are current and documented
• [ ] Inventory all equipment with documentation (serial numbers, purchase dates, service history)

Months 7–12: Revenue Quality

Month 7–9:

• [ ] Calculate customer concentration: flag any customer or TPA program >25% of revenue
• [ ] Develop a TPA diversification plan if concentrated (add 2–3 programs to reduce concentration)
• [ ] Evaluate direct-carrier relationships and marketing to reduce TPA dependency

Month 10–12:

• [ ] Document all TPA program contracts, rates, and relationship history
• [ ] Build a service-line P&L to verify that all lines are profitable
• [ ] Address any service line below industry margin benchmark (see Guide 2 for benchmarks)

Months 13–18: Management Infrastructure

Month 13–15:

• [ ] Identify and invest in key employees who would reduce owner dependency
• [ ] Document operational processes: estimating workflow, job management, equipment protocol, billing workflow
• [ ] Consider a written key employee retention plan (small equity participation or bonus retention)

Month 16–18:

• [ ] Withdraw from day-to-day adjuster calls — transition relationships to operations staff
• [ ] Test owner independence: take a 2-week vacation and evaluate what breaks
• [ ] Address anything that broke; document the solution

Months 19–24: Transaction Readiness

Month 19–21:

• [ ] Commission a pre-sale Quality of Earnings from an independent CPA (not your tax CPA)
• [ ] Review QoE findings and address any corrections to historical records
• [ ] Prepare an Information Memorandum (IM) with your advisor or broker
• [ ] Prepare an EBITDA bridge document: reconcile reported net income to adjusted EBITDA with every add-back documented

Month 22–24:

• [ ] Finalize financial model (3-year historical + 1-year projection)
• [ ] Engage business broker or M&A advisor
• [ ] Begin controlled buyer outreach process
• [ ] Prepare for LOI receipt and negotiation

Due Diligence Preparation

Standard Due Diligence Document List

Financial:

• 3 years of federal tax returns (personal and business)
• 3 years of P&L statements (accrual basis)
• 3 years of balance sheets
• Current AR aging report by TPA program
• Current AP aging
• Current WIP schedule (if reconstruction-heavy)
• QoE report (if pre-sale QoE commissioned)
• Bank statements for 12–24 months
• Payroll records and employee headcount by role

Operational:

• Equipment inventory with appraisal or BFV (book fair value)
• TPA program contracts (confirm assignability — some require TPA approval to assign)
• Vehicle titles and registration
• Customer contracts (if any long-term contracts exist)
• Subcontractor agreements

Legal and Compliance:

• Business licenses and permits
• IICRC firm and individual certifications
• Insurance certificates (GL, workers' comp, E&O)
• Lease agreements (office, warehouse)
• Any pending or resolved litigation

Key Employees:

• Employment agreements
• Non-compete or non-solicitation agreements (or lack thereof)
• Compensation history and benefits

The Most Common Due Diligence Killers

1. TPA contract non-assignability. Some TPA programs have contract language that terminates the contract upon change of control. Buyers discover this in diligence and either renegotiate the purchase price or walk away. Review your TPA contracts for assignment language before going to market.

2. Owner relationship concentration. If due diligence reveals that the primary adjuster relationships are personal to the owner (who is leaving), the revenue is at risk. This shows up in management interviews and customer concentration analysis.

3. Workers' comp claim history. A series of workers' comp claims in the last 3 years creates insurance cost exposure post-close. Buyers request OSHA 300 logs and loss run reports from workers' comp carriers.

4. Undisclosed environmental liability. Mold remediation creates some environmental exposure. Buyers in mold-heavy operations may commission Phase I environmental assessments.

Quality of Earnings

What a QoE Examines

Revenue quality:

• Is revenue recognized when earned (accrual) or when collected (cash)?
• Are there one-time revenue events (large CAT responses, unusual commercial jobs) that inflated a specific year?
• Is revenue declining, growing, or stable?
• What is the customer and TPA concentration?

EBITDA quality:

• Are all add-backs legitimate and documented?
• Is owner compensation at market rate or is excess comp being added back?
• Are there ongoing expenses that the seller is characterizing as one-time?

Working capital:

• What is the normal working capital level?
• Is the current AR aging clean or does it contain old, uncollectable receivables that inflate the AR balance?
• Is the cash balance artificially high from timing of AR collections?

Off-balance-sheet items:

• Equipment leases not on the balance sheet
• Environmental liabilities
• Pending employment claims or litigation

The QoE Discount

A QoE that reduces a $400K EBITDA to $320K after adjustments, combined with a risk-adjusted multiple compression from 6x to 5x, reduces the valuation from $2.4M to $1.6M — an $800,000 swing.

The pre-sale QoE advantage: Commissioning your own QoE (from an independent CPA, not your tax accountant) before going to market allows you to:

1. Find and fix issues before a buyer's QoE finds them
2. Price the business honestly and defensibly
3. Reduce the risk of mid-diligence price renegotiation
4. Move faster through due diligence (your QoE becomes the starting point for buyer diligence)

Cost: $15,000–$40,000 depending on company complexity. ROI: potentially $300,000–$800,000 in prevented multiple compression.

Deal Structures

Asset Sale vs. Stock Sale

| Dimension | Asset Sale | Stock Sale | |---|---|---| | What transfers | Named assets + specific assumed liabilities | All shares of the entity | | Buyer preference | Usually preferred (liability protection, step-up in basis) | Sometimes preferred for contractual continuity | | Seller tax | Ordinary income on asset recapture (equipment); capital gains on goodwill | All capital gains (long-term if 1+ year held) | | TPA contracts | May require new application/approval | May transfer automatically (check contract language) | | Employee relationships | Technical new hire (W-4 reset) | Continuous employment | | Typical in restoration | Most common under $5M | More common above $5M |

Tax impact example (asset sale):

• Sale price: $2,000,000
• Allocated to goodwill: $1,400,000 (capital gains rate, e.g., 20%)
• Allocated to equipment (original cost $500K, depreciated to $100K): $400,000 (recapture: $300K ordinary income, $100K capital gains on appreciation)
• Federal tax on goodwill at 20% + 3.8% NIIT: ~$334,000
• Federal tax on equipment recapture at 35%: ~$105,000
• Total federal tax: ~$439,000 (plus state tax)

Tax impact example (stock sale, same $2M):

• All $2M proceeds taxed as long-term capital gains: 20% + 3.8% NIIT = 23.8%
• Total federal tax: ~$476,000 (marginally more federal tax, but all capital gains — simpler, no recapture)

The relative tax treatment depends on the depreciation taken on assets — heavy equipment depreciation makes asset sales more expensive for sellers due to recapture.

Earnout Structure

An earnout makes part of the purchase price contingent on post-close performance. For example:

• Cash at close: $1,200,000 (75% of total)
• Earnout: up to $400,000 over 2 years based on maintaining $300K+ EBITDA

Earnout negotiation principles:

1. Minimize earnout %: Target earnout at 15–20% or less of total deal value. Anything over 30% exposes you to significant execution risk.
2. Absolute targets, not relative: Use absolute revenue or EBITDA targets, not targets set relative to the buyer's integration performance.
3. Protect against buyer interference: Include provisions that prevent the buyer from making operational changes that would make the earnout impossible (eliminating TPA programs, reducing marketing spend, layoffs).
4. Short earnout period: 1–2 years preferred. 3+ years creates prolonged uncertainty.

Seller Financing

Seller financing (the seller holds a promissory note for part of the purchase price) is common in sub-$3M restoration transactions, particularly when the buyer can't fully finance the acquisition through an SBA or conventional loan.

Typical terms: 15–25% of purchase price; 5–7 year term; 6–8% interest rate; secured by business assets.

Seller risk: If the buyer defaults, you may need to foreclose and take back a business that has been operated by someone else. Structure the note with good security and maintain the right to cure defaults quickly.

Tax Implications

Federal Capital Gains Rates (2026)

| Holding period | Rate | |---|---| | Short-term (under 1 year) | Ordinary income (up to 37%) | | Long-term (1+ years) | 0%, 15%, or 20% depending on income | | Net Investment Income Tax (NIIT) | +3.8% on capital gains above threshold | | State capital gains tax | Varies by state (0% in TX, FL, NV; up to 13.3% in CA) |

Purchase Price Allocation in Asset Sales

In an asset sale, you and the buyer must agree on how the total purchase price is allocated among asset categories. This matters significantly for taxes:

| Asset Class | Seller preference | Buyer preference | |---|---|---| | Goodwill / Intangibles | High allocation (capital gains) | Low allocation (amortize over 15 years) | | Equipment | Low allocation (ordinary income recapture) | High allocation (step-up in basis, depreciate quickly) | | Inventory | Low allocation (ordinary income) | Low (immediate deduction at close) | | Customer lists / Non-compete | Medium (capital gains if held 1+ year) | Medium (amortize over 15 years) |

Seller and buyer interests are opposite on most categories. The allocation is negotiated. Having a CPA advocate your position on allocation during the LOI phase is important.

Installment Sale Treatment

If you accept seller financing, you can use installment sale treatment to spread gain recognition over the life of the note. Instead of recognizing all gain in year 1, you recognize gain proportionally as principal payments are received.

Benefit: Reduces the year-of-sale tax bill. At $200,000 in gain, deferring $150,000 to future years saves ~$35,000–$50,000 in current-year taxes (invested at 5–7%, worth $1,750–$3,500/year for several years).

Risk: If the buyer defaults, you've paid tax on principal you'll never collect. Structure notes with strong default provisions and personal guarantees.

Post-Sale Considerations

The Transition Period

Most restoration acquisitions require a transition period where the seller works with the buyer to transfer knowledge, relationships, and operations. Typical durations:

• 3–6 months: standard for most $1M–$5M transactions
• 6–12 months: common for owner-dependent operations where relationship transfer is critical
• 12–24 months: common in earnout structures

The transition is typically compensated (a separate salary or consulting fee during the period) and subject to a non-compete agreement that restricts you from starting or joining a competing restoration business in your market for 2–5 years.

Non-Compete Scope

Non-competes in restoration acquisitions are typically:

• Duration: 2–5 years (negotiate down toward 2)
• Geographic scope: Your current operating area (negotiate to limit to specific counties or MSAs)
• Carve-outs: Working for a general contractor, unrelated home services, or in a different service line may be excludable

Proceeds Management

After a $1.5M–$5M transaction close, the financial management of proceeds becomes the primary challenge. Key decisions:

• Tax withholding: Set aside 30–40% for federal and state taxes before investing anything
• Investment allocation: Work with a financial advisor — not your accountant — to develop an allocation plan
• Retirement planning: Maximize retirement contributions in the year of sale if income limits don't prohibit it
• Next venture: If you want to start or buy another business, plan the timeline carefully relative to non-compete obligations

Key Takeaways

• The restoration M&A market is active — 150–300+ transactions per year, dominated by PE-backed platforms paying 4–8x EBITDA for $3M+ operations.
• Valuation is based on EBITDA (for $500K+ earnings operations) or SDE (for smaller owner-operated businesses). Multiple ranges: 2–4x SDE; 4–8x EBITDA depending on size and quality.
• Six factors move the multiple: financial record quality, revenue diversification, customer concentration, owner dependency, certifications/market position, and equipment ownership. Each can shift by 0.25–1x.
• Clean books are worth $500K–$1M on a mid-market transaction — possibly more. This is the single highest-ROI investment a pre-sale owner can make.
• The 24-month prep checklist covers four phases: financial foundation, revenue quality, management infrastructure, and transaction readiness.
• Quality of Earnings is the most important financial document. A poor QoE can reduce your valuation by $500K–$1.5M. Commission a pre-sale QoE to find and fix issues before a buyer does.
• Asset sale vs. stock sale: Most sub-$5M transactions are asset sales. Seller prefers stock sale (all capital gains); buyer prefers asset sale (step-up in basis, liability protection). This is a negotiable point.
• Earnouts appear in 40–60% of transactions. Target: under 20% of total deal value, 1–2 year term, absolute performance targets.
• Tax planning before the LOI — not after — can save $100,000–$300,000 in taxes on a mid-market transaction.
• Non-competes: 2–5 years, limited geographic scope. Negotiate the scope early in the LOI phase.
• Start 24 months early. The financial preparation that moves the multiple requires time — it can't be compressed into 60 days of diligence.

Frequently Asked Questions

What is a restoration business worth?

A restoration business is valued at 4–8x EBITDA for companies with $500K+ in adjusted annual earnings, or 2–4x SDE for smaller owner-operated businesses. A $2M revenue company with $280,000 adjusted EBITDA at a 5.5x multiple is worth approximately $1.54M.

Who buys restoration companies?

Four buyer types: national PE-backed platforms (Servpro/Blackstone, BluSky, ATI, BELFOR, Paul Davis), regional rollups, strategic individual buyers, and owner-operator transitions. PE platforms dominate the $3M+ market.

What EBITDA multiple should I expect?

By company size: sub-$500K EBITDA: 4–5x; $500K–$1M: 5–6.5x; $1M–$3M: 6–8x. Multiple depends on financial record quality, diversification, customer concentration, and owner dependency.

What is a Quality of Earnings report?

A QoE verifies that the seller's reported EBITDA is accurate, recurring, and sustainably generated. A poor QoE can reduce valuation by 0.5–2.0x EBITDA. Commission a pre-sale QoE before going to market.

What should I do 24 months before selling?

Convert to accrual accounting, normalize owner compensation, build job-level P&L history, reduce customer concentration, diversify TPA programs, build management infrastructure, document processes, and commission a pre-sale QoE.

Asset sale or stock sale?

Most under-$5M transactions are asset sales (buyers prefer for liability protection and step-up in basis). Sellers prefer stock sales (all capital gains treatment, no equipment recapture). Negotiated — push for stock sale if your depreciation recapture exposure is significant.

Sources and Further Reading

• Peak Business Valuation, Restoration Company Valuation Data, 2024
• Blackstone Group, Servpro acquisition disclosure, 2019
• Harvest Partners, Paul Davis acquisition disclosure, 2019
• IBISWorld, Damage Restoration Services Industry Report, 2024
• RIA (Restoration Industry Association), Cost of Doing Business Report, 2024

Cat3 Books Field Notes — Related Guides:

• The State of Restoration Industry M&A in 2026
• Should You Accept That PE Acquisition Offer?
• Restoration Company Profitability Benchmarks
• The Complete Guide to Restoration Company Financial Management
• The Complete Guide to Bookkeeping for Restoration Companies

Last updated May 2026. Cat3 Books is a restoration-exclusive bookkeeping firm serving water, fire, mold, and reconstruction companies nationwide. We assist restoration owners with financial preparation for sale as part of our fractional CFO service.