When Ronnie Pruitt stepped into the CEO role at Vulcan Materials Co. on Jan. 1, he wasn’t looking to make a splashy entrance.

Instead, he is positioning his tenure as a continuation of what already works at the Birmingham-based aggregates giant. He said he sees little need to draw a sharp distinction from longtime CEO Tom Hill, who spent more than three decades with the company — including 12 years as CEO — building its current foundation. The transition was planned, with Hill announcing in October 2025 he would step down at year’s end and naming then-COO Ronnie Pruitt as his successor, effective Jan. 1.

“Tom had an extremely successful run … so there wasn’t a need for me to come in and try to change or separate myself,” Pruitt said in a recent interview with the BBJ. “I’m going to lead by example. I’m going to be part of the team. The success of this company is going to be driven by our people.”

Pruitt joined Vulcan (NYSE: VMC) through its 2021 acquisition of U.S. Concrete, where he was CEO. After the deal, he led Vulcan’s Southwest and Western divisions before being named COO in September 2023.

Less than six months into the role, Pruitt is sticking with the company’s core approach: an aggregates-focused model built on pricing discipline, targeted growth and strong positions in high-demand markets.

Birmingham anchor, global footprint

Even as Vulcan operates in 23 states and four countries while shipping more than 220 million tons of aggregates annually, Pruitt said Birmingham remains central to the company’s identity.

The company employs more than 10,000 people, including roughly 800 in Birmingham. Corporate functions such as finance, human resources, legal and business development are based locally, while decision making is intentionally decentralized.

“We’re one company, but we’re locally led,” Pruitt said. “Execution happens in the markets.”

That structure reflects the nature of the business. Because crushed stone and sand are heavy and expensive to transport, most operations serve customers within a 30- to 40-mile radius of a quarry — creating what Pruitt called a built-in “logistical moat.”

Vulcan operates in 35 of the country’s 50 fastest-growing markets, with strong positions in Texas, California, Georgia, Florida and the Carolinas.

Pruitt pointed to Texas markets such as Dallas-Fort Worth, Houston and San Antonio as key volume drivers, supported by population growth and infrastructure demand. He said Nashville, Northern Virginia and Northern and Southern California remain among the company’s stronger-margin regions.

Across the Southeast, metro areas such as Atlanta, Charlotte, Orlando and Raleigh-Durham continue to see demand tied to infrastructure, industrial development and data centers, he said.

Growth strategy

The company’s strategy centers on expanding its reach while getting more out of its existing network.

Since 2022, Vulcan has acquired 36 aggregate operations in seven of its top 10 revenue states, continuing a consolidation push in a still-fragmented industry. Despite being the largest U.S. producer, it controls less than 10% of the aggregates market.

“When we talk about enhancing our core, it’s really driving the opportunity we have with our existing footprint,” Pruitt said. “We’re continuously reinvesting in those operations.”

That includes ongoing plant upgrades in a business where, as he put it, “crushing rock … is a mechanical process, extremely hard on equipment.”

Vulcan’s footprint is concentrated in a band of high-growth Sunbelt markets, regions benefiting from long-term population growth. About half of demand comes from public projects such as highways, with the rest tied to private development, Pruitt said.

“What drives the private side is population growth, migration and job creation,” he said.

Alongside organic growth, Vulcan continues to pursue acquisitions with more than 300 million tons of potential deals identified — referring to the volume those targets could produce, not a specific number of companies.

The company is also investing in its roughly 420 operating sites through equipment upgrades and efficiency improvements, supported by access to more than 16 billion tons of reserves.

Riding infrastructure and data center demand

Public infrastructure remains the most predictable segment of the business, supported by federal, state and local funding. Pruitt said the company expects continued stability even as major federal programs approach renewal.

On the private side, data centers have become a key demand driver, though Vulcan does not break out how much of its business comes directly from those projects. Company materials show roughly 70% of planned or under-construction U.S. data center capacity is located within 30 miles of a Vulcan facility, giving the company a logistical edge.

Beyond initial builds, Pruitt said the energy infrastructure needed to power data centers could drive additional long-term demand.

Manufacturing projects and a rebound in warehouse construction — particularly facilities built for automation — are also contributing, while power generation could become another growth area.

“Power generation is very aggregate-intensive,” he said.

While demand drivers remain strong, the business is tied to construction cycles. Factors such as fuel and power costs, weather and broader market conditions can affect project timelines and margins.

Still, Pruitt said the company must remain disciplined on pricing to offset those pressures.

Because aggregates are finite and essential to construction, producers retain leverage — especially in supply-constrained markets.

“Every ton we take out of the ground is a ton that won’t be replaced,” Pruitt said.

That dynamic supports long-term profitability. Vulcan is targeting $20 per ton in cash gross profit — up from about $11.33 last year.

Even amid inflation, Pruitt said the company has maintained its ability to pass through higher costs.

A focus on core business

In recent years, Vulcan has streamlined its portfolio by exiting several concrete and other businesses that turn its raw materials into finished construction products.

Pruitt said those decisions come down to whether the company can achieve leadership and strong returns, even in high-growth markets. He pointed to Vulcan’s exit from the concrete business in Dallas-Fort Worth — one of the country’s most active construction markets — noting intense competition in ready-mix concrete made it difficult to stand out despite strong demand.

“We saw no path to being a leader in that market,” he said.

The company continues to operate select downstream assets but remains focused primarily on aggregates such as sand, gravel and crushed stone.

Beyond financial performance, Pruitt said maintaining Vulcan’s culture — particularly its emphasis on safety and local accountability — will be critical.

Employees are empowered to stop work if conditions are unsafe.

“There is nothing we do in our business that is worth anybody getting injured,” he said.

Looking ahead, Pruitt said success will be measured by steady progress on profitability while maintaining the company’s culture and market position.

“We don’t control demand. We can forecast it, we can track it. But in the end, we’re here to supply whatever the market offers us,” Pruitt said. “If we can duplicate what we’ve already done, we’ll look back and say it was very successful.”

The Vulcan Way

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