Wieser Concrete Products, Inc.

Agenda

1. Introduction and rapport — acknowledge 60+ years of Wieser family legacy and the journey from a one-person operation to 200+ employees across six facilities
2. Understand Andy's current vision for Wieser Concrete — where does he see the company in 5-10 years, and what would need to be true to get there
3. Explore the landscape — how the precast concrete market is evolving in the Upper Midwest and what that means for multi-state operators like Wieser
4. Introduce our client's interest — a well-capitalized acquirer building a precast platform who admires what the Wieser family has built
5. Gauge alignment and discuss whether a confidential follow-up conversation makes sense

Objectives ☐

• Determine Andy Wieser's personal and professional goals — is he thinking about legacy planning, growth capital, partial liquidity, or full exit
• Understand the ownership structure and whether other family members or partners have a voice in strategic decisions
• Learn which of the four segments (Agricultural, Underground/Stormwater, Highway, Commercial) is driving the most growth and margin
• Assess whether Andy has been approached by other buyers or PE firms and how those conversations went
• Establish trust and credibility so that Andy sees us as a respectful, knowledgeable partner — not a transactional cold caller

Talking Points

• Wieser's six-facility manufacturing footprint across Wisconsin, Illinois, and Minnesota is exactly the kind of geographic moat that serious acquirers value — it would take a competitor years and tens of millions to replicate
• The diversification across Agricultural, Underground/Stormwater, Highway, and Commercial segments is rare — most precast operators are concentrated in one or two verticals, which makes Wieser uniquely resilient through construction cycles
• The $1.2 trillion Infrastructure Investment and Jobs Act is creating sustained demand for precast highway and stormwater products — operators with existing capacity and regional presence are best positioned to capture that spend
• Third-generation family businesses in manufacturing are at a strategic inflection point — the market is paying premium multiples for platforms with Wieser's profile, and that window has a shelf life
• Our client is not interested in dismantling what the Wieser family built — they are looking to preserve the brand, retain the team, and invest in capacity expansion

Questions to Ask

1. Andy, your father won the Robert E. Yoakum Award from the NPCA — what principles from that generation still drive how you run the business today?
2. With six production facilities and distribution points in Spooner and Jordan, how are you thinking about capacity utilization and where the next growth comes from?
3. The infrastructure bill is putting a lot of money into the Upper Midwest — are you seeing that translate into backlog, or is it still working its way through the pipeline?
4. When you think about the next chapter for Wieser Concrete, what does that look like to you personally? More growth? Bringing in a partner? Something else entirely?
5. Have other firms approached you about partnerships or acquisitions? I ask because companies with your profile tend to attract attention, and I want to understand how you think about those conversations.
6. What keeps you up at night operationally — is it labor, equipment investment, raw materials, or something else?
7. How involved is the next generation in the business, and is succession something you've started planning for?

What We Bring

• Our client is a well-capitalized acquirer actively building a precast concrete platform in the Upper Midwest — Wieser was identified specifically because of its multi-state footprint and diversified product lines
• We work exclusively with family-owned businesses in construction materials and home services — we understand the difference between a founder who wants to cash out and one who wants to find the right steward
• The precast sector is seeing consolidation from both strategic buyers (Nucor, Quikrete/Forterra, Knife River, CRH) and PE platforms — we can provide context on what the market is valuing and why
• Any conversation is entirely confidential and moves at Andy's pace — there is no timeline pressure from our side

Danger Zones

• DO NOT lead with valuation numbers or revenue estimates — the public data ranges widely ($30M-$64M) and guessing wrong destroys credibility instantly
• DO NOT imply the business has problems that need solving — this is a courting conversation, not a turnaround pitch
• AVOID pressing on succession if Andy signals discomfort — family dynamics in third-generation businesses are sensitive territory
• DO NOT mention specific competitor transactions or suggest Wieser is falling behind — Midwest owners take pride in independence
• AVOID any language that sounds like 'dismantling' or 'rolling up' — frame everything as preservation and partnership
• DO NOT reference the LinkedIn employee count of 17 — it clearly undercounts a 200+ person company and citing it would look careless

If Positive → Next Steps

• Schedule a follow-up meeting within 2 weeks — ideally in person at the Maiden Rock headquarters to show respect and see the operation
• Send a confidential, non-binding indication of interest letter from the client to formalize the conversation
• Prepare a preliminary valuation framework based on any financial color Andy shares — present ranges, not point estimates
• Identify whether Andy wants to engage his own M&A attorney or CPA before going deeper, and offer to work with his advisors
• Begin NDA process so both sides can share information freely in the next conversation

If Not Ready → Next Steps

• Respect the answer completely — thank Andy for his time and leave the door open with 'if anything changes in the next few years, we would welcome the conversation'
• Send a brief, gracious follow-up note reinforcing that the outreach came from genuine admiration for what the family has built
• Add Andy to a low-touch, high-value drip — annual check-in, relevant industry news, nothing salesy
• Note the specific objection (timing, family, not interested, already in process) so future outreach is calibrated
• Ask if Andy knows other precast operators in the region who might be thinking about strategic options — a referral from a respected owner carries enormous weight