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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