2018 : PQ Hall of Fame

Franklin E. Squires

February 2018 marked 61 years for Frank Squires in the aggregate industry.

Through it all, Squires has proven to be an innovator and a world-renowned expert in the field of washing and classifying technologies, earning five patents as a co-inventor of next-level control systems for single and multiple classifying tank systems.

Squires became a leading figure in the aggregate industry over a long, storied career. After graduating from Des Moines Technical High School in 1957, Squires started as a draftsman at Eagle Iron Works. He drew up washing equipment during his 16 years at the company before transitioning into more technical work.

Eventually, Squires moved into more of a sales role.

“I was very fortunate and lucky that I was a very young man in 1960,” Squires says. “It was an exciting time in road building and a lot of construction was going on.”

Squires took on a position fully dedicated to sales in 1971. He had the opportunity to engage with customers like Martin Marietta and Luck Stone. Squires traveled throughout the northeastern United States and Canada for several years before becoming sales manager at GreyStone in the early 1990s.

In 2014, Superior Industries acquired GreyStone. Squires currently serves as Superior’s aggregate specialist for its Washing & Classifying Division.

Throughout his career, Squires developed a reputation as a “go-to-guy” in an industry he describes as “full of incredible people.”

“These customers in the aggregate industry are some of the most loyal people,” Squires says. “The aggregate industry must be one of the best industries to be in. Our customers are fantastic to work with.”

When Squires works with his many customers, he brings experience and an innovative touch to every visit.

The early days

After graduating from Des Moines Technical High School, Squires started as a draftsman at Eagle Iron Works where he designed washing equipment during his 16 years at the company. Photo courtesy of Frank Squires

In the early 1960s, Squires and a colleague developed an automated system for classifying tanks for sand and gravel washing.

“Computers were coming around slowly into their use, so we came up with automation for classifying tanks for controlling sands,” Squires says.
The project is something Squires is still working on today.

The patents Squires earned were some of the first in washing technologies, as changes were being introduced into the aggregate field that required tighter specifications in highway, building and bridge construction.

Additionally, Squires helped to develop a dewatering screen. This was an addition to the dewatering screw and represented a solution to reduce water that reaches stockpiles.

“The dewatering screw was always in use for years,” Squires says. “With Superior, we were able to incorporate what was called a dewatering screen to the industry that was added to the dewatering screw itself.”

The advancement helped users reduce water levels at stockpiles from about 20 percent on average to about 10 percent moisture content.

These advancements were among the developments that led to Squires’ five patents. Earning a patent is quite the achievement, but it was never anything Squires set out to accomplish.

“You saw a problem and you wanted to make a piece of equipment that can fix that,” Squires says. “If you receive a patent on equipment, it is like receiving an honorary award. It was an honor to receive [a] patent, but mostly you’ve accomplished something for our customers – to provide them a better product.”

Overall, customer service is the component Squires enjoys most about the aggregate industry. Helping others and solving problems is the reputation the 61-year veteran has earned.

“When the customer tells us what’s going on and we find the answer and the customer calls back to tell us it worked wonderfully and says ‘thank you’ – that’s the thing I like most about the industry,” Squires says. “It is the customer thanking you for solving their problems.”

The customer level is not the only area Squires has impacted greatly. John Bennington, a colleague at Superior Industries, considers Squires to be a mentor.

“I learned the technical details from him and my experience,” Bennington says. “He pointed me in the right direction. He put me in the right situation so I could learn from other people in the industry who also knew a lot.”

Bennington also spoke about the invaluable lessons Squires taught him about problem solving and troubleshooting equipment in the field.

“He taught me who to ask the right questions to and what to be quiet about and observe,” Bennington says.

As his career winds down, Squires is proud of the time he’s spent in the aggregate industry.

“We have had our slow years and our great years in the aggregate industry, but each year has been exciting,” he says. “It has really been an enjoyable time for me in the industry, and it continues to be. Every day I learn something different.”

William J. Sandbrook

William J. “Bill” Sandbrook is vice chairman, president and CEO of U.S. Concrete, a publicly traded company with several aggregate operations.

Since arriving at U.S. Concrete in July 2011, Sandbrook has taken the company’s price per share from under $2 to around $83 (as of press time). This accomplishment is even more remarkable considering the company filed for bankruptcy in 2010.

Upon his arrival, Sandbrook realized U.S. Concrete suffered from a culture of centralized decision-making, thus stripping local management of both responsibility and accountability for results. In order to overcome that, it was imperative he listen to employees so he could provide them the tools they needed to thrive, as well as provide support for decentralized decision-making.

Sandbrook developed a personal connection with as many of his employees as possible, spending 80 percent on his time on the road his first year at U.S. Concrete, traveling the country to meet with employees at many of the company’s operations.

He re-instituted the principle of accountability, which has been a fundamental part of U.S. Concrete’s improvement efforts. Suddenly, the company’s employees were responsible for their own decisions again and were rewarded for their efforts.

In addition, Sandbrook’s remarkable turnaround effort at the company involved selling off low-margin businesses (precast concrete and concrete block), and refocusing the company on producing ready-mixed concrete in four core markets with high barriers to entry and population growth: New York City, San Francisco, Dallas and Washington, D.C.

Today, U.S. Concrete holds the top market position in the New York metropolitan area, a top two position in Dallas and a top three spot in Washington. Sandbrook used the proceeds from those dispositions to acquire a ready-mix business in San Francisco, which set the course for a turnaround, as it symbolized the company was ready to be a major player in the industry again, buying at a time when no one else was.

The company has made more than 20 acquisitions under his leadership, and his leadership qualities go beyond U.S. Concrete. He was named the Rockland County, New York, 2002 Business Leader of the Year; the Dominican College 2002 Man of the Year; and the American Red Cross 2003 Man of the Year for southern New York in recognition of his efforts at Ground Zero after the September 11th bombing of the World Trade Center.

Positive outlook

Bill Sandbrook is an outdoorsman who enjoys hunting and fishing. Photo courtesy of U.S. Concrete

About his company, Sandbrook says, “Our market strategy continues to prove successful and has enabled us to achieve our 27th straight quarter of year-over-year revenue growth and 26th straight quarter of ready-mixed concrete pricing growth. We remain very optimistic for the future as the economic fundamentals across all of our markets continue to indicate a very positive outlook.”

Sandbrook adds, “We continue to remain active in the acquisition market with our recently announced acquisitions in northern California and Philadelphia and plans to acquire Polaris Materials. We are excited about our opportunities for growth both organically and through acquisitions. Our disciplined execution of our strategic-growth plan will allow us to capitalize on the solid fundamental growth metrics in our markets and further enhance shareholder value.”

In June 2008, Sandbrook was named CEO of Oldcastle’s Americas Products & Distribution with continued responsibility for architectural products, in addition to all precast, glass, metals and distribution businesses.

Sandbrook joined Tilcon New York as vice president in 1992 and became president and CEO three years later. In 1996, Tilcon was acquired by Oldcastle Materials.

Sandbrook was appointed president of Oldcastle Materials’ West Division in 2003. In July 2006, he was promoted to CEO of Oldcastle Architectural, responsible for the group’s U.S. and Canadian operations, as well as CRH’s businesses in South America.

Military life

Sandbrook is a 1979 graduate of the U.S. Military Academy at West Point. After receiving his bachelor of science in management, he spent 13 years in the U.S. Army.

His service included a four-year tour in Germany in cavalry and engineering units, three years as an associate professor in the Department of Mathematics at the Military Academy and two years as the Army Program representative to Raytheon. While teaching at West Point, Sandbrook also served as a social aid to President Ronald Reagan and earned his professional engineer’s license in Industrial Engineering.

In addition to his work as an Army Ranger, Sandbrook earned four master’s degrees while in the service. He received an MBA from Wharton, a Master of Science in systems engineering from the University of Pennsylvania, a Master in Public Policy from the Naval War College, and Master of Arts in International Relations from Salve Regina University.

C. Howard “Ward” Nye

The leader of one of the largest aggregate-producing companies in North America, C. Howard “Ward” Nye has served in important roles in the industry, including his work with the National Stone, Sand & Gravel Association (NSSGA).

Nye has been chairman of the board of Martin Marietta Materials Inc., the second-largest producer in the United States, since 2014. He has served as president since 2006 and as CEO and a director since 2010. He also worked as COO from 2006 to 2009.

Nye was appointed CEO of the company in January 2010 in the midst of the global economic downturn. Since that time, he has led Martin Marietta as the company carefully executed its strategic plan and delivered a strong performance for investors.

Of the company’s future, Nye says, “We remain confident in Martin Marietta’s long-term outlook, with the fundamental drivers for broad-based construction activity supporting a steady and extended, yet somewhat slower than anticipated, cyclical recovery across our geographic footprint.

Nye adds, “The United States is experiencing the third-longest construction recovery since the Great Depression, and we see this recovery continuing for the next several years. The building blocks to address the undeniable need for significant investment exist; however, we have yet to see meaningful growth in heavy construction activity, particularly in the public arena.”

Yet, Nye remains upbeat: “Looking ahead, our leading positions in many of the nation’s most attractive and otherwise vibrant markets should allow Martin Marietta to capitalize on the durable, multi-year construction recovery.”

Life before Martin Marietta

Ward Nye has been chairman of the board of Martin Marietta since 2014, and he has served as company president since 2006 and as CEO and a director since 2010. Photo courtesy of Martin Marietta Materials

Prior to joining Martin Marietta in 2006, Nye served as executive vice president at Hanson Aggregates North America. He worked as president of Hanson Aggregates East from 2000 to 2003 with operating responsibility for more than 150 facilities in 12 states, and with annual revenue of more than $500 million.

He served as the vice president of business development for Hanson Building Materials America from 1997 to 2000. He began his career in the aggregate industry as general counsel for Hanson Aggregates East, with additional responsibility for environmental, safety and health.

From 1987 to 1993, Nye worked for the Raleigh/Durham, North Carolina, firm Nye & Wolf P.A., a boutique construction and commercial litigation law firm with a practice primarily involving representation of owners, contractors, subcontractors, architects, engineers and suppliers in all aspects of the construction and construction materials process, including sophisticated land-use and development matters.

In 2006, global parent company Hanson was the world’s largest producer of aggregate. Nye’s role was in the North American segment of Hanson’s business, which was number three at the time in the United States, behind Vulcan Materials and Martin Marietta.

Association work

Nye is a past chairman and current executive committee member of NSSGA.

At the time of Nye’s chairmanship, then NSSGA President and CEO Gus Edwards had this to say: “Ward Nye’s chairmanship comes at a critical time for the association and the aggregates industry. This year will be fraught with challenges, but if anyone has the wherewithal to convert them to opportunities, it’s Ward. His leadership will continue to advance the interests of NSSGA as the single, strong voice of the aggregates industry from coast to coast.”

In his address to the NSSGA board of directors, Nye said, “We must build new bridges to our constituencies in order to carry out the mission of the association to advance the interests of the aggregates industry before the federal government, to achieve a safer and more healthful workplace, and to support sustainable communities.”

He emphasized “building bridges” on policy issues with like-minded groups, coalitions, state associations and state governors in pressing for a new long-term highway bill and dismissing short-term extensions.

In addition to his educational, professional and executive roles, Nye has been a gubernatorial appointee to the North Carolina Mining Commission.

He also currently serves as vice chairman at-large of the American Road & Transportation Builders Association and as a director of the United States Chamber of Commerce, the world’s largest business organization representing the interests of more than 3 million businesses.

Nye has further served on numerous other state, community and charitable organizations, including the Duke University Alumni Association Board, Wake Forest University School of Law Alumni Board, and as vice chairman of UNC Rex Healthcare’s board of trustees.

Nye also is an independent director of CREE Inc., a multinational manufacturer of semiconductor light-emitting diode materials and devices, where he is chair of the Governance and Nominations Committee and a member of the Compensation Committee.

Nye completed his undergraduate studies with honors at Duke University in 1984, and he received his law degree from Wake Forest University in 1987.
Nye and his wife Laura reside in Raleigh, North Carolina, and they have three children.

Charles S. Luck III

What is the measure of a man’s success in life?

Is it how much money he earned? How great his business grew? How many possessions he accumulated?

Charlie Luck IV, president and CEO of Luck Companies, explores this age-old question while reflecting on his father, Charles Luck III. To Luck IV, the makeup of a man’s success in life comes down to something far more meaningful.

“The things that really matter are the relationships and the impacts you have on others,” he says. “That’s what’s going to outlive you. That’s what your legacy is really going to be about. How did you engage people?”

Luck Stone, one of the largest producers of crushed stone in the nation, was founded on the philosophy that “if you do right by your people, they will do right by you.” Luck III carried on that tradition from his father and reinterpreted the company’s values during his tenure as president and CEO.

In an era of command and control leadership, Luck III adopted the phrase “we care” and lived it at his organization.

“We’ve always had a mindset of treating people right,” says Luck III, whose company’s headquarters is based outside of Richmond, Virginia. “Our greatest asset is our people. People have asked me over the years why we have been as successful as we have been. I say it’s simple: the people who work for us.”

A leadership precedent set forth by his father, Charles Luck Jr., people are Luck III’s priority. For more than 60 years, he’s instituted visionary methods to develop people and open doors for people in the communities he serves.

“You leave it better than you found it,” says Cynthia L. Haw, daughter of Charles Luck III. “I think that’s something he’s really worked on doing with Luck Stone. They’re trying to leave the world, our environment, a better place than what it is. I feel like that is something that can go across the board, not just in business but it can be in your personal life, at the office or wherever you are.”

Luck’s career

Charles S. Luck III, left, joins his father, Charles Luck Jr., in the Pit & Quarry Hall of Fame. Luck Jr. was enshrined in the Hall’s inaugural class in 2013. Photos courtesy of Luck Companies — Charles S. Luck III, left, joins his father, Charles Luck Jr., in the Pit & Quarry Hall of Fame. Luck Jr. was enshrined in the Hall’s inaugural class in 2013. Photo courtesy of Luck Companies

Before joining his father in the family business, Luck III graduated in 1955 from Virginia Military Institute and served in the United States Air Force for two years following graduation. He resigned as a first lieutenant.

Luck III began his career with the company nearly 30 years after his father established Luck Stone.

“My dad was my mentor, a person I had an extremely close relationship with,” he says. “At an early age he gave me a lot of insights on how to live a good life [and] leadership. He was a people person. He loved people, cared about people. He was a very giving person.”

When Luck III started at Luck Stone, he worked in a number of capacities. He was named president and CEO in 1965, leading the company through three decades of expansion and innovation during his tenure.

In the early 1970s, Luck Stone demonstrated its leadership as a technological pioneer with the implementation of computerized ticketing at sales offices. Later that decade, the company developed fully automated, unattended crushing plants.

Today, Luck III continues to serve Luck Companies as chairman of the board while his son leads the company as president and CEO. The company operates 24 facilities, employs 680 people and will celebrate its centennial in another five years.

“I hope that if I reach his point in life that I have the same open-mindedness, supportiveness [and] progressive mindset that Dad has, particularly around people. At the end of the day that’s what our company is all about,” Luck IV says.

Luck III has been an industry leader beyond just his company. He has held leadership positions in many of the industry’s associations. He was a past chairman of the National Stone Association, as well as a past president of the Virginia Aggregates Association.

Always giving back

In addition to being highly dedicated to the aggregate industry, Luck III is one who has poured himself into the community.

He’s volunteered his time to a number of organizations, including the capital campaign for the Children’s Museum of Richmond, which he served as co-chairman. Luck III also served Mary Baldwin College as chairman of the board of trustees.

“He’s continued to be the great leader that he has been, whether it’s at Luck Stone, in the community or within our family,” says Terrell L. Harrigan, daughter of Luck III. “His patience, integrity, care and also his honesty… he tries to live [those] values. That is shown when he is able to support causes that he believes in.”