Design Precast & Pipe, Inc.

Agenda

1. Brief introductions and how Next Chapter Advisors works with companies in the precast and infrastructure space
2. Learn about Design Precast & Pipe's journey from 2004 startup to two-plant regional operation
3. Understand Pat Fore III's vision for the next chapter of the business
4. Share what we're seeing in the precast M&A market — including the CMC/Concrete Pipe & Precast $675M transaction
5. Determine if there's mutual interest in a follow-up conversation

Objectives ☐

• Understand Pat Fore III's personal and business goals for the next 3-5 years
• Learn whether he has been approached by buyers before and how he felt about it
• Gauge his openness to exploring strategic options without any pressure to commit
• Identify what matters most to him beyond price — legacy, employees, the Fore family name
• Establish trust and credibility as advisors who understand the precast concrete industry

Talking Points

• We've been following the precast and pipe manufacturing space closely — the sector is experiencing historic consolidation driven by federal infrastructure spending under the IIJA
• Companies with proprietary technology like your patented Lifting Eye system are commanding premium valuations because acquirers can deploy that IP across their entire network
• Your two-plant footprint covering the Gulf Coast from Gulfport, MS to Arnaudville, LA gives you coverage across one of the fastest-growing infrastructure corridors in the country
• The CMC acquisition of Concrete Pipe & Precast for $675 million at roughly 9.5x set a new benchmark for what well-positioned precast platforms are worth
• We work exclusively on the buy side with well-capitalized acquirers — national platform companies and infrastructure-focused PE firms — who are specifically seeking established operators like DPPI

Questions to Ask

1. You started Design Precast in 2004 — what was the original vision, and how has it evolved over 22 years?
2. The expansion from Gulfport to Arnaudville was a significant move — what drove that decision, and how has the two-plant model changed your business?
3. The patented Lifting Eye technology is fascinating — can you walk me through how that came about and what it means for your customers?
4. With the infrastructure bill creating a 5-7 year demand tailwind, how are you thinking about capacity and growth?
5. Have you ever had conversations with potential acquirers or received unsolicited interest?
6. When you think about the long-term future of Design Precast, what does the ideal outcome look like for you and your family?
7. What's the mix between your custom design-build work and standard precast products?
8. How are you finding the labor market — are you able to staff both plants effectively?
9. Who are your core customers — DOTs, municipalities, general contractors — and how sticky are those relationships?

What We Bring

• Next Chapter Advisors specializes in home services and construction-adjacent verticals — we understand founder-built businesses in skilled trades
• We represent active buyers — national precast platforms like Forterra and RINKER, and infrastructure-focused PE firms — who have identified the Gulf Coast as a priority acquisition corridor
• Current market conditions are the strongest we've seen for precast manufacturers: federal spending, aging infrastructure, and strategic acquirers competing for quality targets
• Valuations for companies with DPPI's profile — multi-location, proprietary technology, $15M revenue — are at historic highs
• Our process is confidential, no-obligation, and entirely on the owner's timeline — nothing moves forward without Pat's explicit approval

Danger Zones

• Do NOT lead with valuation numbers or specific multiples — this is discovery, not a pitch to sell
• Avoid any implication that Pat should sell or that the business needs an exit — he built this from scratch over 22 years
• Do NOT bring up employee count discrepancies across data sources — let him share what he's comfortable sharing
• Avoid pressuring for a timeline or next meeting commitment — let it happen naturally
• Do NOT mention competitors by name or suggest DPPI has weaknesses relative to larger players
• Stay away from succession planning unless Pat raises it himself — it can feel presumptuous
• Do NOT reference the PEC-FRAUD campaign or any unrelated entity work

If Positive → Next Steps

• Schedule a deeper follow-up call within 7-10 days to discuss the market in more detail
• Send a confidential, no-names overview of the types of buyers expressing interest in the Gulf Coast precast corridor
• Prepare a preliminary, no-obligation valuation range based on what Pat shares about the business
• Introduce the concept of a Confidential Information Memorandum as a next phase — no commitment required
• Offer to connect Pat with another founder we've worked with who went through a similar process

If Not Ready → Next Steps

• Thank Pat sincerely for his time and leave the door open — 'If anything changes in the next year or two, we'd welcome the call'
• Ask permission to send him a quarterly market update on precast M&A activity — keeps the relationship warm without pressure
• Note his specific objections in the CRM for future reference — timing, family considerations, growth plans
• Revisit in 6-12 months with a relevant market trigger — a new comparable transaction or a buyer specifically requesting Gulf Coast precast
• Offer to be a resource for any M&A questions even if he's not actively exploring — builds long-term trust