Theresa Alvarez is about to become president of the company her father started, Cordoba Materials, which had initially focused on production and sales within the concrete and aggregates industry, and had grown into a major regional player, with 22 plants and $105 million in annual revenue. One aspect critical to Alvarez's transition is an agreement between her and her father on what her long-term vision for growing Cordoba Materials would be. Would it grow through acquisition or organically? How would it finance its growth? As preparation for these conversations, both Alvarez and her father agreed that an evaluation of the "state of the industry" would be in order—that is, a review of what approaches other successful players in the industry were taking to grow their businesses. Alvarez is particularly interested in one business that stands out for its similarities to Cordoba Materials: U.S. Concrete, Inc. (U.S. Concrete). She is intrigued by two varied signals she received from her initial research. On one hand, she admires the rapid vertical expansion of the company's business and the new technology it is applying to its concrete production. Should she follow a similar strategy and search for smaller companies to buy in the region? Or should she be concerned about Cordoba Materials itself being a U.S. Concrete takeover target? This case explores the U.S. concrete and aggregates industry generally and U.S. Concrete's performance specifically, including stock prices, competitor comparisons, certification programs available in the concrete and aggregates field, balance and income statements, and more.