RMIX

Welcome to Suncrete's second quarter 2026 earnings conference call. At this time, all participants are on a listen-only mode. A 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. Please note this conference is being recorded. I would now like to turn the call over to your host, Mr. Rick Black, with investor relations. Thank you. You may begin.

Thank you, operator, and good morning, everyone. We appreciate you joining us for the Suncrete conference call to review second quarter 2026 results. This call is also being webcast, and it 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, August 14, 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 the 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 for 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 our earnings press release for our disclosures 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 margin, as well as supplemental adjusted EBITDA. Reconciliations to the nearest GAAP measures can be found at the end of today's earnings release. Suncrete assumes no obligation to publicly update or revise any forward-looking statements. I would like to turn the call over to Suncrete's CEO, Randall Edgar. Randall?

Thank you, Rick, and good morning, everyone. We appreciate you all joining today's call. With me this morning are Tommy Wentroth, our Chief Financial Officer, and Ned Fleming, our Executive Chairman, along with other members of our management team. I will begin today's call by providing an overview of our second quarter operations and discussing our active M&A pace. I will then turn the call over for Tommy to provide second quarter financial highlights and review our 2026 outlook. Then Ned will provide additional strategic comments before turning the call over for questions. I would like to start today by thanking our more than 1,100 employees across the Suncrete organization for their continued commitment, dedication, and customer-first focus. At its core, this is a people business, and our success begins with the strength of our culture and the talented teams serving our customers every day.

We believe our people and culture are fundamental to our ability to consistently execute, to grow our business, and create long-term value. The second quarter marked significant year-over-year revenue growth, including organic growth of approximately 9%, reflecting strong execution across our organization. Despite unusually wet weather across much of our footprint during the quarter, demand throughout our markets remained strong. We also maintained a highly active pace of M&A, adding five new companies to the Suncrete platform in the first 60 days after becoming a public company. Our teams are making strong progress integrating these businesses and are executing market-specific improvement plans focused on driving growth, capturing cost and operating efficiencies, and expanding profitability. Supported by favorable demand fundamentals across our footprint, including infrastructure investment, population and economic growth, and healthy commercial and residential construction activity, we remain confident in maintaining our 2026 guidance. Now, let's discuss our growth strategy.

The second quarter was a transformative period for our business. In the quarter, we made significant progress executing our acquisition strategy, completing five acquisitions that expanded our ready-mix concrete and concrete products platform to now include six states across the Sun Belt. We established a new platform in Texas and Louisiana through the acquisition of Hope Concrete, followed by the acquisition of Nelson Bros., which further strengthens our position in North Texas. We also expanded our geographic reach further into Arkansas, Louisiana, Missouri, and Mississippi through the acquisition of ABC Block Company, a leading supplier of concrete products headquartered in Little Rock, Arkansas. In addition, we folded in two bolt-on acquisitions, expanding our presence in Louisiana. These acquisitions demonstrated the scalability of our model and the skill and strength of our organization, building a leading ready-mix network through the acquisition and integration of best-in-market local operators.

These new markets represent highly attractive long-term growth opportunities, and we will continue expanding our presence in the region. Combined, these acquisitions expanded our capabilities in local markets by adding 31 ready-mix plants, 279 mixer trucks, and eight concrete production plants. Integrating five companies in a relatively short period of time is a significant undertaking, but it is also an important part of building and scaling the Suncrete platform. While we are still early in the integration process with several of these companies, we are progressing well and remain confident in our ability to achieve our performance targets. As we previously discussed, our integration strategy is designed to bring the margins of acquired businesses in line with Suncrete's historic margins within 9-18 months following the acquisition.

Of the five businesses currently being integrated, three are tracking toward the earlier end of that time frame, while two are working through challenging markets that might take a bit longer. For example, our acquisition in Oklahoma City in October is already achieving margins consistent with Suncrete, up considerably from its margin profile at the time of the acquisition. In North Texas, the broader market remains a more challenging operating environment, which is consistent with our expectations when we entered the market. We have a clear improvement plan in place and remain confident in the long-term opportunity and our ability to improve performance over time. Across all of our acquired businesses, we are making steady progress implementing the Suncrete operating model, with initiatives focusing on purchasing, pricing discipline, fleet and logistics optimization, and overall operational execution.

These efforts will drive continued margin improvement while positioning these businesses for sustainable long-term growth. At the same time, our acquisition pipeline continues to expand, providing additional opportunities to build scale in our existing markets and enter attractive new geographies. Turning now to the construction demand and activity we see throughout our markets. The commercial environment remains strong with new construction projects spanning a broad range of customers from mid-sized projects for shopping strips and retail establishments to larger facilities for manufacturing, warehouses, and distribution centers. In addition, AI data centers are certainly a fast-growing end market across the region. We are currently participating in several data center projects and expect to see sustained activity in that sector. As a trusted, reliable, and scaled operating platform to our customers in the region, we are well positioned to compete and win in this space.

It is estimated 70% or more of the new data center construction nationally is expected to occur in the Sun Belt states. Due to our existing relationships with national and regional contractors and our ability to execute large and complex pours, we believe we are well positioned to gain share in the sector. Before turning the call over to Tommy, I want to state that we are proud of the platform we continue to build, and we are excited about our growth opportunities. The combination of resilient demand, disciplined operational execution, and a customer-first culture has continually driven our growth since our inception, with approximately 20% annual growth and consistently strong margins across many different markets. To capitalize on this opportunity, our growth strategy is centered on three primary objectives, gaining strength in our existing markets, driving organic growth, and expanding into attractive new markets through disciplined, accretive acquisitions.

Central to this strategy is partnering with high-quality local operators and providing them with the scale, resources, the purchasing power, and operational support of Suncrete while preserving the local leadership and customer relations that made those businesses successful. We believe this combination of local entrepreneurship and the benefit of a scaled company provides a repeatable model for profitable growth. I'd now like to turn the call over to Tommy.

Thank you, Randall, and good morning, everyone. Reviewing our second quarter results and key financial metrics. Revenue in the second quarter was $97.2 million, an increase of 146% compared to the same quarter last year. Net loss in the second quarter was $37.1 million, compared to the net loss in the same quarter last year of $325,000. In the second quarter of 2026, net loss included a $26.9 million non-cash one-time charge related to de-SPAC. Adjusted EBITDA in the second quarter was $13.5 million, compared to $7 million in the same quarter last year. Supplemental adjusted EBITDA in the second quarter was $14.6 million, an increase of approximately 90% compared to the same quarter last year. You can find GAAP and non-GAAP reconciliations of net income and adjusted EBITDA and supplemental adjusted EBITDA financial measures at the end of today's earnings release.

Turning now to the balance sheet as of June 30th, we had total liquidity of approximately $51.1 million, consisting of $28.6 million of cash equivalents, and $22.5 million available capacity under our revolving loan facilities. Additionally, in the second quarter, we completed the fifth amendment to our credit agreement, which provides an incremental $175 million delayed draw term loan with a $100 million accordion and doubled our revolver capacity to $50 million, along with increasing capital flexibility, enabling us to streamline deal execution. This provides the business with ample, flexible, and efficient capital for growth. In the second quarter, cash used in operating activities was approximately $19.6 million.

The negative cash flow during the quarter resulted from the combination of elevated SG&A expenses stemming from the inclusion of acquired operations, increased overall headcount, and various acquisition-related costs associated with five deals we closed during the second quarter. We continue to expect to convert 60%-70% of EBITDA to cash flow from operations in 2026. Turning now to our outlook. Today, we are maintaining our outlook for 2026 that reflects management's current expectations for organic growth and project execution across its core markets and includes the expected contribution of recent acquisitions, including Hope Concrete, Nelson Bros., and ABC Block Company, following the close of such acquisitions in the company's second quarter. This guidance is based on current economic conditions and assumes no significant changes in the overall economy or other conditions in the Sun Belt region.

The guidance does not include the potential contribution of any future acquisitions. The ranges are: revenue in the range of $420 million-$480 million, income in the range of a net loss of $4 million to net income of $20 million, as adjusted for the one-time non-cash accounting charge in the second quarter. Adjusted EBITDA in the range of $68 million-$93 million. Supplemental adjusted EBITDA in the range of $71 million-$96 million. 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. Randall, Tommy, Mark Jones, and the entire Suncrete team have been extremely busy executing a disciplined growth strategy. As Randall discussed, we completed five acquisitions during the quarter and remain actively engaged with several additional prospective sellers. We have built a deep and experienced leadership team that understands the ready-mix business at a very high level, from sand and rock and cement to finished product. We are proven operators with a relentless focus on customer service, operational excellence, and disciplined growth. Just as importantly, Randall recognized early the opportunity to build a scaled platform in a highly fragmented industry. Suncrete is strategically, financially, and organizationally positioned to capitalize on the long-term growth across the Sun Belt. Suncrete occupies a highly differentiated position within the ready-mix industry.

Many privately owned operators navigating generational transitions and seeking greater scale and operational resources are looking for trusted acquirers. This dynamic creates a significant opportunity for Suncrete to be the acquirer of choice for high-quality local operators seeking a long-term partner that values their people, entrepreneurial culture, customer relationships, and local market expertise. Our scalable operating platform situates us to drive continued market share gains through a combination of organic growth and strategic acquisitions. Central to our approach is partnering with high-quality local operators and providing them with the scale, resources, and support of the broader Suncrete organization while preserving the entrepreneurial culture, local leadership, and customer relationships that made those businesses successful. 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 broader platform.

Because ready-mix concrete is fundamentally a local business, density, logistics, customer service, and operational execution matter. Our decentralized operating model, combined with centralized operational support and financial resources, creates a meaningful competitive advantage. As Suncrete continues to scale, the company's increased market density, purchasing power, fleet utilization, and operating efficiencies provide meaningful opportunities to enhance profitability and generate attractive returns on invested capital. Looking ahead, we continue to see a very robust pipeline of acquisition opportunities across our existing footprint and adjacent high-growth Sun Belt market. Importantly, our strategy is not simply about acquiring assets. We are focused on partnering with outstanding local operators, investing in their people and businesses, and creating long-term value together as part of a broader Suncrete platform.

With significant opportunities for both organic growth strategic M&A, Suncrete is well positioned to build a leading ready-mix platform across the Sun Belt and deliver compelling long-term value for all our stakeholders, employees, suppliers, customers, communities, and absolutely our shareholders. Now, I'd like to turn the call over for questions. Operator?

Thank you. We will now be conducting a question and answer session. We ask that you please limit to one question and one follow-up. If you'd like to ask a question, please press star one on your telephone keypad. A confirmation tone will indicate your line is in the question queue. You may press star two if you'd like to remove your question from the queue. For participants using speaker equipment, it may be necessary to pick up your handset before pressing the star keys. One moment please, while we poll for questions. Our first question comes from Kathryn Thompson with Thompson Research Group. Your line is now live.

Hi. Good morning, and thank you for answering my questions today. The first is, as you completed acquisitions in late April, May, and June, you are doing a bit of digesting. Give a little bit more color, just in terms of how integration is going, and understanding that the ABC Block Company integrations can be a little bit different than both Hope Concrete and Nelson Bros. So any color that you have on that and progress?

Well, good morning, Kathryn. This is Randall. The integrations are going at various levels, but we think they are all going well. For example, the Oklahoma City integration, their performance has already brought up to the standards of Suncrete's historical performances. Out in North Texas, that is a little more challenges in it, but we still believe we will get it within our playbook of 9-18 months. We do not believe there are any major issues with integrations, but they just do not happen overnight.

Regarding ABC Block Company, that has gone very well also. They have some good management team there, and actually that has gone surprisingly well. We are very happy about that.

Hey, Kathryn, this is Ned. I would just tell you that it is hard to project how quickly these businesses really get integrated and come up to the margin with the markets they are in. I think what we are seeing now is they are really all on plan and on point. It is difficult to project month to month or quarter to quarter how that works. As Randall said, OKC came up a little quicker than we thought and has really been a terrific surprise to some extent. I think for ABC Block Company, it gives us some real strategic opportunities as we move forward. That business has done some unbelievable progress as we bought into that. It has been a real bright spot.

Okay, excellent. In the quarter, you noted 9% organic growth, which is, given some pretty challenging weather conditions, I'd say that's pretty good. As you look at the growth algorithm, beyond organic, in focusing on end market, you alluded to AI driving demand. What are other areas that are driving just core demand from your acquired companies and also organic growth? Where do you see it over the next, does that mix impact over the next, say, 12-18 months?

Well, our markets are still robust. We're seeing a lot of good projects come through, both commercial and obviously some of those are AI. We are getting our share of the AI projects. But again, the markets are solid. We're working on improving margins, looking at costs and more efficiencies right now. Ned, do you have something to add to that?

Yeah. Kathryn, you wrote the book on this. We got $1 trillion-$2 trillion of infrastructure that's going to be built, and we are building a company right in the heart of that growth and that progress. We're seeing growth. There's a Hyundai plant that we're bidding on, putting concrete in. There's AI projects. There's developments going in because the cities are growing. We see organic growth really being better than we originally projected. It's going to be 7%-10%. As we add acquisitive growth to that, this is going to be a business that grows strong into the foreseeable future.

Perfect. Thanks so much. I appreciate it.

Thank you, Kathryn. Have a great weekend.

Thank you.

Our next question comes from Philip Ng with Jefferies. Please proceed with your question.

Hey, guys. Looks like weather contributed to weaker. Hey, how you doing, Ned? It looks like weather contributed to weaker volumes in the quarter, Texas, Oklahoma in particular. But any color how order patterns trend through the quarter in early August, and have you seen shipments kind of rebound in July and August? I know Texas is actually still seeing some wet weather. But just give us any color in terms of how trends has progressed through the quarter and perhaps any color on non-weather regions, how it's progressed.

Well, weather primarily impacts our business by they shift the volumes into future periods. You never lose a yard of concrete. It just doesn't get poured on that rainy day. Then typically, the third quarter is the strongest quarter in concrete, at least in this geographical region with the weather patterns we have. So we believe what we missed in the second quarter is being pushed into the third, and then the third quarter tends to have, historically, if you go back, third quarter is usually the strongest quarter for a concrete company.

Hey, Philip, as you know, we play an outdoor—

Yeah, go ahead.

We play an outdoor game, and it evens out over the year generally. I think last quarter, and as we expand our geographic footprint, you'll see weather have less of an impact. So we're going to continue to expand that. It was interesting to me that all of a sudden, I'm now watching weather for lots of various reasons. Oklahoma and Texas. You would like Texas to be wet and Oklahoma to be dry and vice versa. So it drives those to expand that geography so that we have less impact by weather.

Randall, have you seen the shipments kind of snap back in July and August? I guess, bigger picture, you guys obviously reiterate your full year guidance, a little tougher out of the gates the first half. What are the drivers that we should be mindful of in the back half to kind of hit your framework? Hopefully, you see a snap back in volume. But what are some of the considerations we should think of in the back half and just given a softer start, is the midpoint of range still achievable target at this point?

Well, we certainly believe so. Again, we think third quarter will be a strong quarter, because historically it always is in the concrete business, even if all variables stay the same. But we also believe an important factor that will be improving the integration process. We do have a plan.

Got it.

As we mentioned earlier, OKC, we were able to get that integration process in place quicker than anticipated, and it is ahead of schedule, but we still believe in 18 months. Again, some may be closer to nine, some may be closer to 18, but we are still very optimistic that we are on pace.

Yeah, Philip, from the standpoint of having done this for now a long, long time with different industries, it's really hard to project integration on a month-to-month basis. We know we're going to get there with them in really generally, 12-18 months. Some of them happen quicker. But it evens out over the year. As we do more acquisitions, we just get better at it.

Okay. Appreciate the color, guys.

Thanks.

Our next question comes from Andy Wittmann with Baird. Please proceed with your question.

Yeah, great. Thanks for taking my questions, guys. I guess I wanted to drill in a little bit more on the second half margin guide. Obviously recognizing that your company has gone through a lot of change with these acquisitions. But some of those were owned during the quarter and obviously they'll be integrated more here. But the second half margin guidance is up pretty materially. I guess I'm calculating it somewhere pushing, I don't know, at the midpoint around maybe 20%-ish versus something here like 14%-ish. So I guess my question is like, can you talk about some of the specifics that are going to help you? Obviously, volume is one of them. Seasonal, you mentioned that a couple of times, and that's well known. But anything else in terms of things that we should know about to give you confidence?

And maybe just specifically, guys, I think it would probably be helpful for everybody involved here to talk a little bit about third quarter specifically. We are halfway through the quarter here. There is a really big range in your guidance for the year. So just for us all to try to get the seasonality correct, maybe you could help pin that down a little bit more specifically what you got in 3Q versus 4Q.

Well, again, not to beat the weather to death, but we expect third quarter not to be as abnormal weather pattern. Again, third quarter is typically your strongest quarter in concrete. But we are making good progress on the integrations. But some margin profiles take longer than others. As far as our outlook, I would turn that over to Calvin, if I can. I think he is well equipped to answer that question. Calvin?

Yeah, good morning, Andy. I think Randall said it well, right? Integration plays into Q3 results and specifically the margin profile. Again, as weather patterns are better, you have less fixed costs that are burdening your yardage. Then lastly, I would point out that some of these acquisitions are doing quite well. If you look at the Oklahoma City acquisition we did, that is performing right in line with Suncrete's margin profile, and we will see the benefits of that in our strongest quarter coming up in Q3 and Q4.

Got it. Thanks. [crosstalk]

Andy, it should be our highest volume quarter, and the absorption also helps that margin.

Sure. Okay. Great. Let's see what else I want to ask about here. I guess, maybe just in terms of, I guess, the balance sheet and the capital structure, it's good to have what's officially there now, which is great. We saw the average diluted share count, and then thanks for posting the shares on the balance sheet at the end of the quarter. When we look at that share count at the end of the quarter on the balance sheet, and we add up the A's and B's, is that the right number? Or are there still shares from the forward contract that you guys sold in the pipe? Just want to try to understand the capital structure a little bit better and where you're on the proceeds for that, as well as the shares being recognized on the balance sheet there.

Yeah, Andy, let me start with your first question. This is Ned. Number one is we've got a really strong balance sheet. It gives us an opportunity to go. We've got lots of unlevered capital that we can utilize. We've got cash. We're building cash as we continue to provide cash flow. The forward contract, they got through it really quickly, honestly. We're through all that. I think the share numbers you see are going to be accurate as we move forward. We're excited to be able to provide that and be done with that. We would anticipate having a strong balance sheet and continuing to work to have that. You can see that our multiple of cash flow has substantially gone down since we did the de-SPAC. I think it was about 3.4, and we're now down to 2.5. We're going to continue.

That's a range that we really like.

Got it. That's helpful. My last question goes back to the margins a little bit. There's obviously been a lot of fuel cost inflation, and that fuel and energy costs have a way of kind of working them through other parts of the supply chain. Certainly, delivery costs for some of the aggregates that are inputs for yous could be an obvious knock-on effect of that. I was just wondering what your experience of that was in the quarter, and how it affects your outlook, if at all, in terms of the margins that you have or the posts here in the second half of the year. Thanks, guys. I'll leave it there then.

Well, we have a fuel surcharge in place that's been in place for, I don't know, years, and it's indexed by a federal reference, so we just pass it through.

Okay. Any other ramifications for the downstream though, Randall?

We haven't seen anything. Demand still remains strong, and a lot of projects are still coming out of the pipeline.

Okay. I'll leave it there. Thanks, guys.

Our next question comes from Rohit Seth with B. Riley Securities. Please proceed with your question.

Hey, thanks for taking my question. Just curious on the SG&A, running about $25 million in the quarter. I'm just curious, what's the right quarterly run rate as we exit the year?

That's about the right run rate, Rohit.

Okay. On ABC Block Company, it is not necessarily ready mix concrete. That surprised me a little bit. Are you guys planning to open up or consider other acquisitions in pre-stressed concrete?

Well, we are certainly open to it. Again, we are pleased with the outcome and results of ABC Block Company, and we think there are some opportunities to consolidate that, other acquisitions into that. Obviously, there are certain regions that there are better markets than that. We are looking at those.

Rohit, strategically, it is cement and rock, and those concrete products are made by the same product. So it gives us an ability to utilize our scale. We also have areas where we can add block, that we currently have concrete plants and vice versa. So these are two things that really fit hand in glove, to be honest with you, with terrific margins.

Okay. On the pipeline, you guys had about $60 million of pro forma adjusted EBITDA, I guess, acquisitions in discussions. Just curious if you think there will be anything more being done here before the end of the year, where those maybe acquisitions sit in terms of execute on this year?

Rohit, I would encourage you to stay tuned. Acquisition pipeline looks as good as it's ever been. I would expect us to be making some announcements in Q3 and Q4 this year with some more exciting updates.

All right, fantastic.

Thanks, Rohit.

Our next question comes from Gerry Sweeney with ROTH Capital. Please proceed with your question.

Good morning. Thanks for taking my call.

Good morning, Gerry.

I am going to take a slightly different tack. Everyone, a lot of questions around acquisitions, but I am actually interested a little bit in organic.

Oh, Gerry, knowing you, Gerry, that surprises us.

Just wanted to talk about organic investment. Obviously, I think you have some footholds in some regions through acquisitions. What about the opportunities just for organic investment to potentially expand those footholds? Is there an opportunity not just to expand them, but maybe deliver scale sooner to go after larger opportunities? Or should we just be looking at acquisitions from that perspective?

Well, no, we're looking at greenfield opportunities and organic expansion. We recently just went into the Missouri market in a concrete plant, set up a plant in Missouri. Prior to that, we went into the Fayetteville market with a plant. So any of these markets we're in, if we see an opportunity to expand our footprint with the greenfield, we certainly keep that in mind at all times. [crosstalk]

Sorry. Yeah.

Gerry, some of the larger projects that we do with AI, with developments where we see growth, it gives us an opportunity to really have a greenfield that we know we already have revenue and cash flow for.

Okay. That was my follow-up.

Some of that is we have customer bases.

Yeah.

They ask us to come into that market because we serve them in so many other markets. That's a good springboard to enter a market and set up a plant and then build your volumes from there. That's one reason why we do that. There's a multitude of them, but that's typically a good reason to springboard into another location.

Can you quantify those opportunities? Is it, could you quantify those opportunities, if possible?

Yeah. I think the easiest way to quantify them, [Gerry], is we think organic growth is going to be probably 8%-10%. If you look at the last quarter, it was 9%. About two-thirds of that is just the markets we're in, and about a third of that is moving into new markets.

Okay, great. That's it for me. Appreciate it. Thanks, guys.

Thanks, [Gerry].

Our next question comes from Adam Thalhimer with Thompson Davis & Co. Please proceed with your question.

Hey, good morning, guys.

Morning, Adam. Rick likes you to bat cleanup. That's all I can figure out.

I'm getting. We're seeing a pattern here, which is fine. I wanted to ask, when you look at national PPI, concrete pricing is actually a bright spot, and I'm curious what you're seeing concrete pricing in your markets.

Well, it's solid. Some markets, we have introduced a recent price increase in. We're still waiting to see how some of things unfold in the other markets, but they're holding their ground. We're not going backwards. That's a good thing, right? No, it varies market by market, and when we see opportunity, we put out a price increase.

Oklahoma City is a good example.

Oklahoma City is a good example.

Randall, on data. Actually, I have three questions on data center jobs.

Fire away, Adam.

Okay. How many cubic yards typically do you see with those jobs? When you start them, how long are you typically at the job site? Is the pricing any different?

Well, again, that varies a lot, to be honest. We have some that may be 40,000 yards, 50,000 yards, but it's phase one. They could have five phases. You have some that may be a half a million yards. Typically, on that size, you set up plant or plants on that site, and those could run a year or more. Pricing on that, again, that varies on the size of the operation and whether or not you have to set a plant up and what market it's in based on freight and material costs. There's a lot of variables. I can't really give you one size fits all.

No, but it's a great opportunity for us because once we have a plant on site, there's a lot of ancillary growth. There's communities that go around it. There's retail centers that go around it. People don't really understand the growth that happens around these AI centers, and it's really part of the infrastructure build that's going to be probably close to $2 trillion. I think from a pricing standpoint, they're very sensitive to on time, on spec. As you can imagine, when you're sensitive to on time, on spec, for us, that's a really good margin business. There's only so many You have to have the scale to be able to perform that. You have to have engineers on staff. Competition for those jobs is much more limited than general market.

Got it. Okay. I'll leave it there. Thanks, guys.

Thanks, Adam.

This now concludes our question and answer session. I would like to turn the floor back over to management for closing comments.

Thank you all for joining today, and have a good day.

Ladies and gentlemen, thank you for your participation. This does conclude today's teleconference. Please disconnect your lines and have a wonderful day.

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 Q1 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 15th, 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 margin. Reconciliations to the nearest GAAP 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. Now I would like to turn the call over to Suncrete CEO, Randall Edgar. Randall?

Thank you, Rick. 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 Wentroth, 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. I'll discuss our recent acquisitions before turning the call over for Tommy to provide the Q1 financial highlights and review our 2026 outlook. Ned will provide comments before turning the call over for questions. First and foremost, I wanna 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. Sunbelt. 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 spec across our markets. 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 Sunbelt. Last month, we were proud to list Suncrete on the Nasdaq exchange under the ticker symbol RMIX, 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 10 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 SunTx 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 SunTx in July 2024, they have supported the continued scaling of our business by strengthening our operational infrastructure, enhancing our acquisition and integration capabilities. 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 Redi-Mix 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 even better positioned 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: increasing local market share, driving organic growth, and expanding into new markets through disciplined, accretive 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 mixer 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 a 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 7, we completed our second Texas acquisition with the addition of Nelson Brothers Ready Mix, 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. These acquisitions demonstrate the scalability of our model and the skill and strength of our organization of building a leading ready-mix network through the acquisition and 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 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 Q1 results and key financial metrics before reviewing our outlook ranges for 2026. Revenue in the Q1 was $61.8 million, an increase of 64% compared to the same quarter last year. Net loss in the Q1 was $1.7 million compared to net income in the same quarter last year of $1.1 million. Adjusted EBITDA in the Q1 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 GAAP and 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 Q1 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. 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 Q1, cash flow from operations was $7.2 million, up from $4.4 million in Q1 2025. We expect to convert 60%-70% of EBITDA to cash flow from operations in FY 2026. Turning now to our outlook.

These ranges reflect current expectations for organic growth and include the expected contributions of our Q2 acquisitions, Hope Concrete and Nelson Brothers. This guidance is based on current economic conditions and assumes no significant changes in the overall economy or other conditions in the Sunbelt region of the United States this year. Revenue in the range of $420 million-$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-$96 million. 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 Redi-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 Sunbelt. 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 Matteson, 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 de-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 Suncrete'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 generation, 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. Our first question is from Adam Thalhimer 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 Schwarz acquisition is doing. I think you were trying to get to number one in that market, just how that process is going.

Well, we 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.

And then, Randall-

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. We'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 build, 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? 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.

I think, 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, Ned. You know, we're working on a couple data centers currently. These are high spec, high demand jobs. 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. We feel like we're very well-positioned to take those on and move forward.

Would it be safe to say that although we can't say it, that we, as the number 1 market share person in Tulsa, we're probably involved with the Meta deal?

Yes, sir. We would.

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

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

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

Good morning, Kathryn. It's always nice to hear from you.

Good morning, Kathryn.

Absolutely. Likewise, likewise. I wanna focus on M&A, not only for I'm gonna 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 EBITDA contribution from those two? We've backed into what we think it is. You know, we think it's in the $30 million-$35 million range. Maybe if you could put an understanding that could improve as you do your magic in improving margins. 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 buy these businesses, we try to avoid looking backwards. We look forward. Randall and his team are so good at what they do.

Yeah.

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, who I introduced in the call as to we're doing that. Once Calvin answers that, we'll answer how we're looking at acquisitions as we go forward, if that's okay, Kathryn.

Yeah, that works.

Yeah, Kathryn, it's a good question. 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-$35 range of EBITDA contribution from those two.

Kathryn Thompson, my expectations are always higher than that, so Randall Edgar will start laughing when I say that. Yeah. As far as acquisitions go, I mean, one of the things that I hope we can get across is this is really a team effort. There's a lot of people that work on this team. Calvin Bocanegra's one of them, Randall Edgar, Mark Jones, Tommy Wentroth. There's other people at Suncrete. You know, one of the people that's really very involved in that is my longtime partner, Mark Matteson, who also serves as Vice Chairman. Mark Matteson, 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, Kathryn. 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, 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 wanna be part of this story. We're very positive on the opportunity in the large white space in bringing our experience and success to this company across that geography.

I would tell you, I think Mark and the whole team are very, very busy. We will look at a lot more transactions than we do because we're looking for the right cultural fit, the right opportunity to really build and grow relative markets here.

Helpful. One clarification on the guidance you provided today, in its stats, included organic growth and contributions from Hope and Nelson, but no additional impact from future acquisitions other than one target company, that's under a 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?

Kathryn, it's a great question. Our implied organic growth is about 10%-15%. 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%, and about half of that will be organic, half of that will be acquisitive.

Okay, that's helpful. Just a final point on this. Just where do you stand today in terms of balance sheets, cash position, capital allocation? In other words, net debt to trailing 12-month EBITDA, and just, you know, how we should think about that as you continue your growth. Thanks so much and great job.

Big picture, we're gonna continue to believe that we're gonna have lower leverage. Your net debt as we continue to build cash is, you know, really around 2x cash flow. You go net it all out, look at it. You know, we can take that depending on acquisitions of 2x, 3x cash flow. You'd like it to stay between 2x and 2.5x. We continue to build cash as we are. The free cash flow of this business is in the 80th 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. We've been able to utilize that experience to bring a capital structure here that's for a sophisticated growth company. I think that's been better. We've got more room than we had anticipated for acquisitions.

Great. Thanks very much. Good luck.

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

Hey, guys. Congrats on going public in your inaugural call. Exciting 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 out your scale in Texas and Louisiana? Or will there be a digestion period, call it, the next 12 months?

Well, currently our pipeline's looking great. Better than we could have hoped for. Several opportunities where those will, create synergies in the existing markets we're in.

Philip Ng, I want to say that I should have said this since we started the call, thank you to all of the analysts and all the people that have made this possible. Clearly, truly, we appreciate your support. Want to make sure that we are doing our part in building a great business to create shareholder value. Thank you. I would also say one of the things that is true is you can answer that question yes and yes. The pipeline overall over the Sunbelt is very strong. The pipeline in the markets we are in is very strong. I like to say, stay tuned. More coming.

Okay. I mean, Randall, how do you manage that risk, I guess? I mean, you got a full plate. You got 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, these organizations we're bringing on board are great organizations. That's why they're 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. The OKC integration has gone fantastic, and we believe that the Hope and Nelson and those acquisitions will fall right in line.

Philip, 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 wanna focus on. Randall, Tommy Wentroth, and then Mark Jones 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.

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. You know, 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, just kind of help us tease out, you know, 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? That would be helpful.

It'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 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, 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. All right, appreciate the color, guys. Thank you.

Philip, one specific example is we already have a fuel charge. 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 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, guys.

Our next question is from Ryan Merkel with William Blair. Please proceed.

Hey, everyone. Nice job this quarter. Morning. Wanted to start with 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. Calvin, go ahead. Randall can answer that question. Let's go ahead.

Yeah, it's a great question. We've got pretty strong organic growth across all three of our end 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. 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? 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 and integrating. It's hard to look at that on a monthly basis. It's easier to look at it over annual basis. I think number two is, you've really got a strong acquisition pipeline and opportunities there. The third one is we're just in really strong growing markets. When you combine all three of those, that's what gets us to the top end. 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 Gerry Sweeney with Roth Capital Partners. Please proceed.

Good morning. Thanks for taking my call.

Hey, Gerry Sweeney. We're glad to have you on the call.

I'm gonna stick with looking forward, not looking back. It's just 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 9-18 months, and it really depends on the market. Interesting enough, I'll brag on Randall and the team, the first acquisition we did, they did it in about six months. They didn't tell us they were gonna do that, so the numbers came in a whole lot better than they had anticipated. Generally, it's really in the 9-12 months timeframe. Sometimes it takes a little bit longer, but I think that's a pretty good timeframe given the backlog that we assume in the businesses that we're buying.

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.

Yeah, it's just math. You guys are the math people.

I was a history major. No, but.

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

Another question just on M&A. Obviously you're, you know, been looking around in Northern Texas, Louisiana, Oklahoma. At what point would you start looking at maybe some other MSAs in the Sunbelt? Is that on the table or are you gonna stick in that sort of Oklahoma, Texas, Louisiana area for the time being?

This is Mark Jones. Long term, it's the Sunbelt, so it's across the belly of the Southern United States. 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. We'll be looking at other states as we have just done in Louisiana, et cetera. We'll be looking east and broadening our plate over time.

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

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

All right. I appreciate you taking my calls and congratulations.

Thank you.

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

Great. Thanks for taking my questions, guys. I don't know, 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 Q3 since I don't have the full quarter of the new shares? Maybe where like net debt stands today after the closure of the two large acquisitions that you've done since the transaction, just to help give us a little bit better sense there.

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

He's not kidding either, Andy.

Okay, Calvin, go ahead.

Andrew Wittmann, I think you're asking about cash position and kind of leverage and then share count. I 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 de-SPAC where we raised over $200 million of primary capital, and we were able to utilize some of that capital to effect some of these acquisitions. The impact of that is we're very conservatively levered less than 2.5 on a run rate for net debt right now. 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.

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 kinda cash from ops that's kinda moving around. 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 2-2.2 right now.

Depends on with the cash that the company's producing, Andrew, it's probably right at $2.1. We continue to produce cash. We've also done some things where we're the business continues to get cash from the de-SPAC.

I'm sorry. Got it. That helps me for the ratio, but do we have a good EBITDA? Is that a trailing 12 EBITDA that the 2-2.2 is based on, or is that on the guidance EBITDA? I'm 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.

Yeah. Okay. I'll leave it there. Thank you.

Andy, thank you very much.

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

Hey, thanks for taking my question, and congratulations guys on the Q1 here as a public company. I just wanna 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 plant count, how many ready-mix trucks you have, post deals.

Well, we're having a little bit of a hard time hearing you. 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.

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 to us for us in our marketplaces. We're really seeing that be pretty steady. Unit yard, unit volume or yardage is up almost 6%.

total yards is concrete produced and delivered in the Q1 increased 58% compared to last quarter, same quarter last year. volumes are up.

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

Number of yards that you're expecting in the guidance?

Not sure that's something we're actually gonna be giving in the guidance, Rohit.

I see. 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. This will con-

Thank you. Have a nice day.

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