4 | R. A. Hiller Company
viously, he said.
“We were run as a typical privately held
mom and pop shop,” he said. “Now we fol-
low more of a corporate structure where we
have a management team in place. A gener-
al manager, then an executive management
team, then supervisory roles and then the
employees, the rank and file.”
The affiliation with Rotork has kick-
started an ambitious growth plan that is an-
ticipated to double the company’s revenue
within five years. The would-be drivers of the
growth are the nuclear market and product
development.
Some new custom actuators are in the de-
velopment stages now and should be released
within the next few years with significant
revenue impact. And while the company still
derives 60 percent of its overall revenue from
its roots as a distribution enterprise, “the 40
percent (that comes from product manufac-
turing),” in Good’s estimation, “is becoming
a lot more important.”
“It’s a core focus of the business,” he said.
Those products are being sold on the plant
level at nuclear facilities across the United
States, along with OEM (original equip-
ment manufacturer) valve makers. Hiller
