Suncrete, Inc.

Greetings. Welcome to Suncrete First Quarter 2026 Earnings Conference Call. At this time, all participants are in a listen-only mode. A brief question and answer session will follow the formal presentation. If anyone should require operator assistance during the conference, please press star zero on your telephone keypad. As a reminder, this conference is being recorded. It is now my pleasure to introduce your host, Rick Black, Investor Relations. Thank you, Rick. You may begin.

Thank you, operator, and good morning, everyone. We appreciate you joining us for the Suncrete conference call to review first quarter 2026 results. This call is also being webcast and can be accessed through the audio link on the events and presentations page of the investor relations section of Suncrete.com. Information recorded on this call speaks only as of today, May 15, 2026. Please be advised that any time-sensitive information may no longer be accurate as of the date of any replay listening or transcript reading. I would also like to remind you that statements made in today's discussion that are not historical facts, including statements of expectations or future events or future financial performance, are forward-looking statements made pursuant to the safe harbor provision of the Private Securities Litigation Reform Act of 1995. We will be making forward-looking statements as part of today's call, that by their nature are uncertain and outside of the company's control. Actual results may differ materially. Please refer to the earnings press release for our disclosure on forward-looking statements. These factors, as well as other risks and uncertainties, are described in detail in the company's filings with the Securities and Exchange Commission. Management will also refer to non-GAAP measures, including adjusted EBITDA and adjusted EBITDA margins. Reconciliations to the nearest gap measures can be found at the end of our earnings press release. Construction Partners assumes no obligation to publicly update or revise any forward-looking statements. And now, I would like to turn the call over to Suncrete's CEO, Randall Edgar. Randall?

Thank you, Grant. Good morning, everyone. I'd like to start by expressing how excited we are to host our first conference call as a public company. Thank you all for joining us today. With me this morning are Tommy Wittroth, our Chief Financial Officer, and Ned Fleming, our Executive Chairman, along with other members of our management team. I'll begin today's call by providing an overview of our business and our strategic growth model. Then I'll discuss our recent acquisitions before turning the call over for Tommy to provide the first quarter financial highlights and review our 2026 outlook. then Ned will provide comments before turning the call over for questions. First and foremost, I want to thank all of our Suncrete team of over 1,000 employees across four states. This is a people business, and we know that our success depends on the strength of our culture and the hard work and dedication of our people. Let me start with a brief introduction. Suncrete is a pure play ready mix concrete company with a strategic presence across Oklahoma, Arkansas, Texas, and Louisiana, and plans to expand throughout the fast-growing U.S. Sun Belt. We operate a scalable, vertically integrated logistics and distribution platform, delivering ready-mix concrete on time and to specifications critical to our customers' construction schedules and broader value chain, which is why strong customer relationships and service are central to our business. Throughout our geographic footprint, we operate state-of-the-art concrete plants, a dedicated fleet of mixer trucks, and technology-enabled dispatch supporting customers across public infrastructure, commercial, and residential construction end markets. Headquartered in Tulsa, Suncrete employs a decentralized operating model complemented by local oversight of pricing, customer relations, and fleet utilization, enabling consistent customer engagement and reliable delivery of products on time and on stack across our market. Our growth strategy has been and will continue to be centered on acquiring best-in-market local operators and providing them with the resources, scale, logistics capabilities, and purchasing power necessary to accelerate growth. By integrating entrepreneurial leadership teams with deep customer relationships and strong local reputations, we continue to strengthen our presence across some of the nation's most attractive and fastest-growing construction markets. Suncrete is well-positioned to benefit from ongoing population growth, urbanization trends, and infrastructure investment across the Sun Belt. Last month, we were proud to list Suncrete on the NASDAQ exchange under the ticker symbol RMICS, marking a significant milestone in the evolution of our company. This achievement reflects years of hard work by our employees and the strong support of our partners and advisors throughout the process. Over the past two years, we have worked closely with an outstanding group of equity partners, to position the company for the public markets and establish a platform to access capital in support of our long-term growth strategy. Could not have asked for better partners than Suntex Capital and Haymaker. Their strategic guidance, operational expertise, and shared long-term investment and vision have been instrumental in helping us reach this point. Since our initial partnership with Suntex in July 2024, They have supported the continued scaling of our business by strengthening our operational infrastructure, enhancing our acquisition and integration capabilities, and helping position Suncrete to capitalize on attractive growth opportunities across our markets. Together, we have built a stronger, more scalable organization that we believe is well-positioned to create long-term value for our shareholders. Going back a bit further, the journey originated in 2008 when we founded Eagle Ready Mixed Concrete at my kitchen table in Tulsa, Oklahoma. Just as the Great Recession was unfolding. While launching a business during an economic downturn presented clear challenges, it also instilled the disciplined operating principles that continue to define our company today. Building a highly capable team, maintaining a relentless focus on operational efficiency, carefully managing cost, and delivering exceptional customer service. That period also reinforced the essential nature of our business. Ready Mix Concrete is a critical input across virtually every segment of the construction activity, and concrete remains one of the most widely used construction materials globally. Simply put, very little gets built without Ready Mix Concrete. The combination of resilient, underlying demand, disciplined operational execution, and a customer-first culture established during those early years has been foundational to our growth. Since inception, those principles have helped drive approximately 20% annual growth while supporting consistently strong margins across market cycles. Today, I am incredibly proud of what our team has accomplished. As a public company, we believe Suncrete is in an even better position to expand our geographic footprint, grow revenue, and continue delivering sustainable EBITDA margins through disciplined operational execution and strategic acquisitions. We believe Suncrete occupies a highly differentiated position within the ready mix industry. This sector remains highly fragmented. with many privately-owned operators facing generational transition and increasing demand for scale, operational support, and succession solutions. As a result, we believe Suncrete is well positioned to serve as an acquirer of choice for high-quality local operators seeking a long-term partner that values entrepreneurial leadership, customer relationships, and local market expertise. Reaching this milestone is incredibly meaningful for our organization, and I am especially proud that, through the IPO process, employees now have the opportunity to participate in the value they have helped create as shareholders in the company. To achieve our goals, we will continue to execute our growth strategy centered around three primary objectives. Reaching local market share, driving organic growth, and expanding into new markets through disciplined, accrued acquisitions. Our approach centers on partnering with high-quality local operators and empowering them with the scale, resources, purchasing power, and operational support of a broader platform. Now, turning to our most recent acquisition. On April 29th, we acquired Hope Concrete, a leading ready mix operator with 10 plants and approximately 90 mixture trucks serving North Texas and Southern Louisiana. HOPE expands our geographic footprint into new dynamic local markets in Texas and Louisiana. HOPE brings a highly experienced management team, strong customer relationships, and an established reputation for operational discipline and exceptional service across attractive high-growth markets. We are pleased to welcome the Foley family and their team to Suncrete as our growth platform company in North Texas. We believe the strong cultural and operational alignment between Suncrete and Hope will support a seamless integration while positioning the combined business for continued growth and value creation. Just days later, on May 7th, we completed our second Texas acquisition with the addition of Nelson Brothers ReadyMix. a leading operator of nine plants and more than 120 mixer trucks serving eight markets across North Texas. This acquisition further expands our footprint under the Hope Concrete platform and strengthens our presence in several fast-growing markets surrounding the Dallas, Fort Worth metropolitan area. Together, these acquisitions demonstrate the scalability of our model and the skill and strength of our organization building a leading ready mix network through the acquisition and the integration of best-in-market local operators. We believe Texas represents a highly attractive long-term growth opportunity supported by strong population growth, infrastructure investment and favorable economic trends and we are excited to continue expanding our presence in the region. Before turning the call over to Tommy, I want to state that we are proud of the platform we have built and and excited about the opportunities ahead. We believe Suncrete combines the advantages of a local market operator with the scale, discipline, and resources of a larger public company platform. Supported by attractive end markets, a highly fragmented industry, and a proven acquisition strategy, we believe Suncrete is well-positioned to continue generating sustainable growth and long-term shareholder value. I'd now like to turn the call over to Tommy.

Thank you, Randall, and good morning, everyone. I will start with a review of our first quarter results and key financial metrics before reviewing our outlook ranges for 2026. Revenue in the first quarter was $61.8 million, an increase of 64% compared to the same quarter last year. Net loss in the first quarter was $1.7 million compared to net income in the same quarter last year of $1.1 million. Adjusted EBITDA in the first quarter was $10.9 million, an increase of approximately 20% compared to the same quarter last year. Adjusted EBITDA margin in the quarter was 17.6%. You will find gaps. to non-GAAP reconciliations of net income and adjusted EBITDA financial measures at the end of today's earnings release. Additionally, total yards of ready-mix concrete produced and delivered in the first quarter increased 58% compared to the same quarter last year. Turning now to the balance sheet, we had $6.3 million of cash and cash equivalents and $22.5 million available capacity under our revolving loan facility at March 31. In addition, we raised approximately $226 million of primary capital through the SPAC transaction that we closed on April 8, and we will use this capital to support acquisitive growth. In the first quarter, cash flow from operations was $7.2 million, up from $4.4 million in Q1 2025. We expect to convert 60 to 70% of EBITDA to cash flow from operations in FY26. Turning now to our outlook. These ranges reflect current expectations for organic growth and include the expected contributions of our second quarter acquisitions, Hope Concrete and Nelson Brothers. This guidance is based on current economic conditions and assumes no significant changes and the overall economy or other conditions in the Sunbelt region of the United States this year. Revenue in the range of $420 million to $480 million. Income in the range of a net loss of $4 million to net income of $20 million. Adjusted EBITDA in the range of $71 million to $96 million. And with that, I'd like to turn the call over to our Executive Chairman, Ned Fleming. Ned?

Thank you, Tommy. Welcome, everyone, and thank you for joining us today. We are proud to be hosting this call as a newly public company and deeply appreciative of the strong support we have received from the investment community throughout this important stage in Suncrete's evolution. At its core, this business begins and ends with the people, from drivers to plant operators, dispatch personnel, accountants, and everybody who works on the Suncrete team. A primary reason we chose to partner with Randall and Eagle Ready Mix is the strength of the organization and leadership team built over many years. Beyond Randall, Tommy, and Mark Jones, there's a deep and highly capable bench of experienced operators and leaders executing against a proven and disciplined growth strategy. The team understands the Ready Mix business at a strategic level, and then each operating step of the process. They are strong operators with a relentless focus on customer service, operational execution, and disciplined growth. We recognize the strategic opportunity to build a skilled platform within a highly fragmented industry. Suncrete has an established geographic footprint positioned to capitalize on long-term growth across the Sun Belt. The leadership team with deep expertise across operations, acquisitions, integration, and capital markets led us through the process of going public while continuing to complete and integrate acquisitions. Mark Jones, our Chief Operating Officer, has worked alongside Randall for more than three decades. He plays a critical role in maintaining Suncrete's high operating standards as we expand our footprint, integrate acquisitions, and continue strengthening customer relationships across our markets. Another critical member of the team is Mark Madison, who serves as the vice chairman of Suncrete. Mark has been instrumental in helping shape the company's long-term strategy, supporting our transition to the public markets, and communicating the Suncrete vision to investors throughout the Pipe Raise and D-SPAC process. His experience, strategic insight, and engagement with the investment community, as well as the banks, continues to be an extremely valuable asset to the organization. In addition, Calvin Bocanegra, our Treasurer and Head of Business Development, plays an important role in both executing our growth strategy and maintaining active dialogues with analysts, and investors as we continue to expand the platform. We are proud of our team's execution and the progress we continue to make in advancing Sun Creek's long-term growth strategy. We believe our scalable operating platform is well positioned to drive continued market share gains through a combination of organic growth and disciplined acquisitions. Our approach centers on partnering with high-quality local operators and empowering them with the scale, resources, and support of a much broader organization, while preserving the entrepreneurial culture and customer relationships that drive success at the local level. We believe the ready-mix concrete market represents a compelling long-term opportunity. Concrete remains one of the most essential construction materials in the United States, with demand supported by infrastructure investment, commercial development, residential construction, industrial reshoring, and ongoing population growth throughout the Sunbelt. At the same time, the industry remains highly fragmented and largely comprised of privately owned family businesses, many of which are navigating generational transition and succession and estate planning decisions. We believe this creates a significant opportunity for Suncrete to be a consolidator in the industry while creating opportunities for highly skilled employees that join our team. Our strategy is straightforward and highly disciplined. Build strong local market positions, partner with exceptional operators, maintain operational excellence, and leverage the advantages of scale across a much broader platform. Because ReadyMix concrete is fundamentally a local business, density, logistics, customer service, and operational execution matter. We believe our decentralized operating model, combined with centralized operational support and financial resources, creates a meaningful competitive advantage. From a financial perspective, we also believe the ready mix industry is frequently misunderstood by investors. In our view, the business benefits from attractive fundamentals, including strong free cash flow generations. relatively low maintenance capital requirements, stable margins, and meaningful operational leverage as scale increases. Additionally, a substantial portion of demand is tied to infrastructure maintenance and repair. Looking ahead, we continue to see a highly active acquisition pipeline across both our existing footprint and adjacent high-growth markets. Importantly, our goal is not simply to acquire assets, but to build long-term partnerships with outstanding operators and create a stronger organization. We believe Suncrete's scalable platform, experienced leadership team, and differentiated position within the industry provide a strong foundation to deliver compelling long-term shareholder value. Now, I'd like to turn the call over for questions. Operator?

Thank you. We will now be conducting a question and answer session. If you would like to ask a question, please press star 1 on your telephone keypad. A confirmation tone will indicate your line is in the question queue. You may press star 2 if you would like to remove your question from the queue. And for participants using speaker equipment, it may be necessary to pick up your handset before pressing the star keys. Our first question is from Adam Thalheimer with Thompson Davis. Please proceed.

Hey, good morning, guys. Good morning, Adam. How are you today? I'm doing great. Congrats on your inaugural call and the solid Q1.

Thank you, Adam.

Randall, I was hoping you could give us a high-level update on Oklahoma City, how that market is doing, how the Schwartz acquisition is doing, and I've And I think you were trying to get to number one in that market, just how that process is going.

Well, it's been going exceptionally well, actually. We're kind of ahead of the integration plan and think that it'll just continue to get better in that market.

Several positives are coming on board daily.

Adam, back up. One of the things that people need to know is these guys are well-known in Oklahoma City. This wasn't a surprise. They're really building relative market share quickly there. You've got a great team of people. They also had a deep bench to be able to support that team. I'd anticipate us being able to get to number one relative market share quickly.

Thanks for that.

Kind of more broadly, just what kind of commercial demand are you seeing across the footprints? And we noticed that Meta broke ground on a billion-dollar data center in Tulsa last month. We were thinking that might be a positive for the Tulsa business.

Thank you, Adam. This is Ned. One of the things people don't understand is Tulsa is one of the fastest-growing cities in the Southwest. When you take that into where we are in Bentonville, Arkansas, where Walmart is, When you think about Walmart's growth equaling one new Fortune 500 company a year, it's pretty unbelievable the growth that's happening in that quarter. As far as the commercial growth specifically in Tulsa, one of the things people you guys will get used to hearing from is Mark Jones, the Chief Operating Officer. Mark, why don't you talk about what you see as it pertains to that particular one as well as other data centers?

Thanks, Matt. You know, we're working on a couple data centers currently. These are high-spec, high-demand jobs, and it's something we're really good at, and we've been good at for a long time. We are in talks pretty much weekly on a new center coming up, and we feel like we're very well-positioned to take those on and move forward.

And would it be safe to say that, although we can't say it, that we, as the number one market share person in Tulsa, we're probably involved with the Medi-Deal?

Yes, sir. It would.

I figured as much. I'll turn it over. Thanks, guys.

Our next question is from Catherine Thompson with Thompson Research Group. Please proceed.

Good morning, and thank you for taking my questions today.

My first one is... It's always nice to hear from you. Good morning, Catherine.

Likewise, likewise. So I want to focus on M&A not only for, I'm going to look backwards and then look forwards. First looking backwards, when you're looking at the Hope and Nelson transactions put together, on an annualized basis, what is the rough EPIDOC contribution from those two? We have, we've backed into what we think it is. You know, we think it's in the 30 to 35 million range, but maybe if you could put an understanding that could improve as you do your magic in improving margins, but help us looking backwards, you know, what we should expect from contribution from those two acquisitions.

Well, I mean, I think, as you know, we don't really, We buy these businesses. We try to avoid looking backwards. We look forward. Randall and his team are so good at what they do. You know, the margins can increase. We're already seeing revenue increase. We already have customers that we've changed the pricing on to the benefit of shareholders. You know, with that, Randall and his team do a lot with that. I think that question really is probably best handled by Calvin Bocanegra that I introduced in the call earlier. as to we're doing that. And then once Calvin answers that, we'll answer how we're looking at acquisitions as we go forward, if that's okay, Catherine.

Yeah, that works.

Yeah, Catherine, it's a good question. Again, we try not to spend too much time looking in the rearview mirror, but if you look at forward contribution from those couple of deals, I think you're kind of right in the middle of the range that we're in, that 25 to 35 range of EBITDA contribution from those two.

Yeah, my expectations are always higher than that, so Randall will start laughing when I say that. But, yeah, as far as acquisitions, I mean, one of the things that I hope we can get across is this is really a team effort. So there's a lot of people that work on this team. Kyle is one of them, Randall, Mark, Tommy. There's other people at Suntex. But one of the people that's really very involved in that is my long-term partner, Mark Madison, who also serves as vice chairman. So, Mark, why don't you talk to the future of acquisitions and what we see and what you're seeing as you meet with the team. Thank you, Ned. Hi, Catherine. So, you know, this is very similar. I think we say a lot, but it is true, to our construction partners business where these are very large markets in the southeast that are highly fragmented, typically family-owned businesses and smaller in scale. where there's a lot of generational planning issues. We're using the same playbook here. We see a lot of opportunities across the Southeast. We are well-known as a group in the area. Now that, if you will, that we're, quote, in business, we're getting inbounds from different geographies across the Southeast, people who have seen us roll out this playbook before and want to be part of this story. So we're very positive on the opportunity in the large white space and bringing our experience and success to this company across that geography. I would tell you, I think, Mark, the whole team are very, very busy. We will look at a lot more transactions than we actually do because we're looking for the right cultural fit, the right opportunity to really build and grow relative markets here.

That's helpful. One clarification on the guidance you provided today, and it's that included organic growth and contributions from Pope and Nelson, but no additional impact from future acquisitions other than one target company that's under non-binding letter of intent. What is just, I think I know the answer, but I just wanted to make sure and confirm, what is your implied organic growth? that is included in your guidance today?

Calvin, why don't you answer that?

Catherine, it's a great question. Our implied organic growth is about 10 to 15 percent. Again, we are targeting a long-term growth rate. The first year will be more heavily weighted towards M&A, obviously, but we are targeting a long-term growth rate of 20 percent, and about half of that will be organic, half of that will be acquisitive.

Okay, that's helpful. And then just a final point on this, just where do you stand today in terms of balance sheets, cash position, capital allocation? So in other words, net debt to trailing and just, you know, how we should think about that as you continue your growth. Thanks so much and great job.

Yeah, big picture, we're going to continue to believe that We're going to have lower leverage, so your net debt as we continue to build cash is, you know, really around two times cash flow. We're going to net it all out, look at it. You know, we can take that, depending on acquisitions, up to as high as three times cash flow. But you'd like it to stay between two and two and a half. We continue to build cash as we are. The free cash flow of this business is in the 80 percentile, which is a terrific opportunity there. The balance sheet is strong. I mean, one of the things we wanted to do as we got started here is we wanted to end with cash, not too much debt. We've got lots of availability. If you go and read the public filings on our facilities right now, we've been able to pattern these facilities after other companies that are similar. And so we've been able to utilize that experience to bring a capital structure here that's for a sophisticated growth company. And I think that's been better. And we've got more room than we had anticipated for acquisitions.

Great. Thanks very much. Good luck.

Our next question is from Phil Ng with Jefferies. Please proceed.

Hey, guys. Congrats on going public in your inaugural call. Excited to see you close these two transactions. Just curious, how's the M&A pipeline looking? Will the near-to-medium focus be around building your scale in Texas and Louisiana, or will there be a digestion period, call it the next 12 months?

Well, currently our pipeline is looking great, better than we could have hoped for. There will be several opportunities where those will create synergies in the existing markets we're in.

And, Phil, I should have said this as we started the call, but thank you to all of the analysts and all the people that have made this possible. Truly, we appreciate your support. We want to make sure that we are doing our part in building a great business that creates shareholder value, but thank you. I would also say one of the things that's true is you can answer that question yes and yes. The pipeline overall over the Sun Belt is very strong. The pipeline in the markets we're in is very strong. And so I like to say, stay tuned. More coming.

Okay. I mean, how do you, Randall, how do you manage that risk, I guess? I mean, you got a full plate. You got two deals, three deals, I guess, that you're integrating. How do you make sure, you know, the controls that are in place and the integration process is in place and still pursue this robust pipeline you apparently have?

Well, we have these organizations we're bringing on board are great organizations

That's why there are platforms. Look to team up with their management group and bring what our talents from our management group bring. Hopefully get best practices from that. So the OKC integration has gone fantastic, and we believe that Hope and Nelson and those acquisitions will fall right in line.

Yeah, Phillip, one of the reasons we chose this management team is I really believe that integrating businesses is a core competency. They understand how to do it. They understand how to bring their culture to it. They understand how to get the IT solutions, how to get people to focus on the particular metrics that they want to focus on. Randall, Tommy, and then Mark, really with the operating team, do that almost seamlessly. I mean, the first one we did, I think all of us in the midst of us acquiring this business were amazed at how seamless it was, and that has continued to be the case with each acquisition.

Okay. Perhaps a question for Tommy. If I look at your guidance for the full year, it implies EBITDA margins in the high teens, which is down from the low 20s. And to be very clear, for a ready mix business, that's still quite good. I suspect there's elements of integrating the deals and their lower margins, but just kind of help us tease out perhaps why margins are down year over year. Is this inflation? Is it some of the dynamics with the integration of some of these transactions would be helpful? That's a good question.

Like we've mentioned, acquisitions don't always have the profitability of Suncrete during the integration period. Suncrete's base business has operated at a similar margin profile to 25 while we look to add these acquisitions.

Okay. Any more color around just inflation? We're just seeing a lot of inflation across the board, whether it's diesel, freight, And even material costs, like how are you managing those elements from a price-cost standpoint?

Well, we already have systems that pass through those type of cost increases. So we should weather those just fine.

Okay.

I appreciate the color guide. One specific example is we already have a fuel charge. So, you know, they add the fuel charge and put it to the invoice, and it moves along, and that's been something that Randall and his team have

uh done for many years so they don't have the swings that a lot of businesses do with diesel fuel okay appreciate it thank you our next question is from ryan markle with william blair please proceed hey everyone nice job this quarter um i wanted to start with uh morning i wanted to start with uh organic growth quarter to date, and then comment on what's driving the growth. Is it largely data centers, or is it broad-based across commercial and residential?

Okay. Randall's pointing at Calvin, so Calvin, go ahead. Randall can answer that question. Go ahead.

Yeah, it's a great question. We've got pretty strong organic growth across all three of our in-markets, infrastructure, commercial, and residential, and we see that both in the Tulsa and the Oklahoma City market. It's been a good quarter for us, and we feel like we have strong and resilient demand across all three of those end markets.

Got it. Okay. And then I had a question on the guide. What gets you to the high end of the guide? Is it more macro as the swing factor? Is it margins? And my guess is, you know, M&A is probably one source. Any help there would be great.

I would say it's three things. First and foremost, it's integration and pulling the margins up of what we're getting in and integrating, and it's hard to tell whether that's going to – it's hard to look at that on a monthly basis. It's easier to look at it over an annual basis. I think number two is you've really got a strong acquisition pipeline and opportunities there. And the third one is we're just in really strong growing markets. And when you combine all three of those, that's what gets us to the top end. And I would say you probably get to the top end with any two of the three.

All right. Well done. Thank you.

Our next question is from Jerry Sweeney with Roth Capital Partners. Please proceed.

Good morning. Thanks for taking my call.

Good, Jerry. We're glad to have you on the call.

I'm going to stick with looking forward, not looking back. And adjusted EBITDA margins were in that 17% range. All things being equal, how long would it take to sort of get those margins from that 17% range up to more your sort of maybe targeted goal in the mid-20s?

I would say anywhere from 9 to 18 months, and it really depends on the market. Interesting enough, I'll brag on Randall and the team, the first acquisition they did, they did it in about six months. And so they didn't tell us they were going to do that, so the numbers came in a whole lot better than they had anticipated. But generally, it's really in the nine to 12-month time frame. Sometimes it takes a little bit longer, but I think that's a pretty good time frame given the backlog that we assume in the businesses that we're buying.

And I assume as your base business gets bigger and you make acquisitions would have less of an impact and they'll stay more elevated post-acquisition. That's a fair assumption, correct? Yes. All right.

You guys are the math people.

I was a history major.

Well, you've got me being I was a political science major, so you shouldn't have even been asking that question.

One last, another question just on M&A. So obviously you've been looking around in northern Texas, Louisiana, Oklahoma. At what point would you start looking at maybe some other MSAs in the Sun Belt Is that on the table, or are you going to stick in that sort of Oklahoma, Texas, Louisiana area for the time being?

This is Mark Madison. Long term, it's the Sun Belt. So it's across the belly of the southern United States. So we'll be looking at other MSAs. We're looking at opportunities right now. We're looking for platforms of size that can command the market area. But we'll be looking at other states, as we have just done, and Louisiana, et cetera. But we'll be looking east and broadening our plate over time.

Got it. And then just on the maybe expansion area, would you ever do some greenfield expansion just to maybe push out your operating radius, especially in maybe a higher growth area where it's a little bit more competitive or making additional acquisitions maybe more challenging? Absolutely.

Yes, we actually recently just expanded and greenfielded into Fayetteville, Arkansas out of our Northwest operation. So we're constantly looking for those type of opportunities. Make smart moves, but yes.

I appreciate taking my calls and congratulations.

Thank you.

Our next question is from Andrew Whitman with Baird. Please proceed.

Yeah, great. Thanks for taking my questions, guys. So maybe this one's for Calvin. Just because so much of the, there's been a lot of transactions since the quarter ended, I thought it might be helpful just to get everyone level set on kind of where the balance sheet and enterprise value things kind of stack today. Calvin, could you give us the share count that you expect for maybe for the third quarter since I don't have the full quarter of the new shares? and maybe where net debt stands today after the closure of the two large acquisitions that you've done since the transaction, just to help give us all a little bit better sense there.

Andy, we only did four deals in eight days, and I wanted to know why it took them so long.

He's not kidding. Okay, Calvin, go ahead.

Andy, I think you're asking about cash position and kind of leverage and then share count. I've got three questions in there. Share count as of today is about $76.2 million. That's after we had a little bit of rollover equity from some of the acquisitions we recently completed. If you look at the balance sheet, we had a pretty successful D-SPAC where we raised over $200 million of primary capital, and we were able to utilize some of that capital to affect some of these acquisitions. The impact of that is we're very conservatively levered, less than two and a half on a run rate for net debt right now. And that provides the company a lot of dry powder to go and complete the acquisitions we have on the books for the remaining of 2026.

Yeah, just trying to be a little bit more specific on that. Do you have the absolute numbers for net debt here after the closure of those? I know that There's always kind of cash from the opposite kind of moving around. But just given that there's some moving pieces here and there was some equity, like you mentioned, there's some equity contributions. I'm just trying to really get a better sense of exactly where the balance sheet in terms of cash and debt stand here maybe today or maybe like at the end of April would be maybe a time where you had an interim close or something like that. Is that information that you have available and willing to provide?

Yeah, it's about 2 to 2.2 right now.

It depends on what the cash the company's producing. Andy, it's probably right at 2.1. We continue to produce cash. We've also done some things where the business continues to get cash from the D-SPAC.

Sorry. Got it. So, but... So that helps me for the ratio, but I don't know what the – do we have the good EBITDA? Is that a trailing 12 EBITDA that the 2 to 2.2 is based on, or is that on the guidance EBITDA? Trying to get at the absolute net debt number in dollars, I guess, or somewhat close to that.

Yeah, that's about a pro forma run rate debt for EBITDA, pardon me.

Okay, I'll leave it there. Thank you. Cindy, thank you very much.

Our next question is from Rohit Seth with B. Reilly Securities. Please proceed.

Hey, thanks for taking my question. Congratulations, guys, on the first quarter of the company. I just want to help understand the unit economics a little bit better. Maybe you can provide a sense of where we stand on volumes, price, and perhaps maybe you can talk about the flank count, how many ready-mix trucks you have post-deals.

We're having a little bit of a hard time hearing you, so would you be kind enough to just ask that question one more time for us? Sure. Can you hear me better now? A little bit better, yeah. It was kind of cracking a little bit.

I don't know if that was your end or our end.

So my question was about the unit economics. I was just trying to understand better where we stand on total volumes for the year, pricing, and perhaps you can provide a sense of the plant count, how many ready mix trucks you have post-deal, just a way to frame the unit economics here.

Yeah, I think let's start with pricing. The pricing is holding up for us in our marketplaces. So we're really seeing that be pretty steady. Unit volume or yardage is up almost 6%.

Total yards of concrete produced and delivered in the first quarter increased 58% compared to the last quarter, same quarter last year. So volumes are up.

Plants are up above 80 plants in our footprint right now and about 550 mixer trucks.

Number of yards that you're expecting in the guidance? I'm not sure that's something we're actually going to be giving in the guidance.

Okay. Okay. I'll leave it at that. Thank you. Thank you.

There are no further questions at this time. I would like to turn the conference back over to management for closing remarks.

Thank you all for joining today's call, and we look forward to speaking with you again at our next earnings call.

Thank you. Thank you.

Have a nice day.

This will conclude today's conference. You may disconnect at this time, and thank you for your participation.