P&Q presented Part 1 of a two-part Q&A last month with Luck Companies president Richard Luck, who reflected on his experience growing up in the nation’s largest family-owned and operated aggregate-producing company while detailing the company’s transition to a new generation of leadership.
The magazine’s discussion with Luck continues this month as he shares his goals for Luck Companies, how the company may engage or shape technology in the coming years, and where the company might operate in the U.S. going forward.
▶ Want to hear more from Richard Luck? Check out Episode 34 of “Drilling Deeper” for P&Q’s full interview.
P&Q: What are your goals for the company as you look to the years ahead?
Richard Luck: I have both long-term and short-term goals, as we look to the future.
Long-term, my goal is to steward this company – its culture and the impact on people – throughout my career, ensuring the next generation, both family and associates at Luck, have the same opportunity to use this place for good, just as we have for that past 100 years.
In the short term, we are developing several targeted goals as we create our five-year strategic plan – specifically around scaling our business, strengthening our company culture and prioritizing technology. Over the last decade, we’ve evolved from a midsized Virginia-based company to a multi-state operation. As a result, we are undertaking a comprehensive review of our processes, structures and systems to ensure they are aligned with the scale, complexity and scope required of a four-state business. This work will set us up for success as we continue to grow.
Along with making sure our processes match the size of our company, one of our key initiatives is the intentional activation of our company’s values-driven culture. A major goal over the next five years will be to continue to foster an environment where people have the tools and resources they need to grow, develop and support one another – igniting their potential and that of those around them.
We are also prioritizing our presence in Virginia, while strategically expanding our footprint across the Southeast in North Carolina, South Carolina and Georgia. Our growth is driven by our commitment to improving the lives of others, and we’ve identified numerous opportunities in various stages of development that will add to our business and have a positive impact on our associates and our neighbors.
Lastly, we are heavily focused on innovation and technology over the next five years. We are developing our associates so they have the skills and experiences needed for the future. By providing exposure to digital tools and fostering a culture that embraces technology, our associates will be prepared for what’s next.
While all of this work is a huge undertaking, I couldn’t be more excited, and we couldn’t be in a better position to implement our next five-year strategic plan. I have no doubt we will accomplish our goals and learn a ton along the way. The future is bright.
P&Q: We recently saw the update from Caterpillar about the autonomous hauling project at Luck Stone’s Bull Run Plant. How have the company’s associates embraced this opportunity?
Luck: We’re so excited about this project and the role it’s playing in shaping the future of the aggregates industry. This initiative allows us to prepare our associates for the implementation of groundbreaking solutions while influencing the business case for both our company and Caterpillar. Most importantly, this autonomous solution project has continued to inspire and develop our people every step of the way.
Across our Bull Run Plant, associate development is happening in real time. A great example of this is senior project manager Rusty Minix. I think about how 10 years ago, when I was working at our Leesburg Plant, he and I were in a truck, sharing a sandwich and discussing the immediate challenges we needed to address on-site. Fast forward to today and he’s confidently presenting the results of our autonomous haul truck pilot to Caterpillar executives.
Rusty’s story embodies our commitment to igniting human potential. Neither of us could have imagined this trajectory for him, and he’s now making a significant impact across our company and the entire industry.
In addition to the opportunities this project has given our associates, it also reflects our company’s legacy of innovation and emphasis on continuous improvement. Just as we pioneered plant automation decades ago, when my grandfather was leading the company and modeling this commitment to innovation, we’re now embracing the next wave of technological advancement in the pit. By empowering our teams to collaborate, innovate and learn new skills, we’re achieving safer, more efficient and more productive outcomes.
