Rob Lyons has been in rubber goods distribution for decades, but you won't find him living in the past.
The Tipco Technologies Inc. name goes all the way back to 1888, and his parents took ownership in 1982. Rob and his sister, Terri Lyons, took over the business in 2001, and in late 2023, Tipco merged with HydraTech Industrial Solutions under the ownership of private equity firm, Denver-based Platte River Equity.
Rob Lyons learned the foundation of leadership from his parents, but hasn't stopped learning or honing his skills throughout his career. From considering different approaches, to what to look for in future leaders and, now, thriving in a co-CEO role at Tipco with Brad Marshall, Lyons knows not to stand still. Or to stop learning.
You grew up in a family-owned business. What was the most important leadership lesson you learned from your parents?
I am fortunate that my parents, Bob and Jane Lyons, instilled in me a strong foundation of work ethic, business principles and a deep respect for our employees. Looking back on my experiences, I truly believe that you must follow before aspiring to be an effective leader. I also learned that, as leaders, we must always tell the truth—even when it hurts.
You're a big believer in "thinking outside the box." Please define what you mean by this in relation to your business and give us one example where that type of leadership has benefited Tipco?
Having a passion for the people who represent our brand comes with the responsibility of forward-thinking leadership. To think "outside the box" means listening to our employees, our customers and our channel partners. They inspire creativity and provide a vision of what "great" looks like.
A perfect example of this innovative approach is our Tipco e-Store, which was born during the COVID era. We recognized the significant digital shift occurring in industrial distribution and seized the opportunity to deploy our resources, embarking on a dedicated journey toward digital transformation. This period allowed us to combat complacency during a challenging time in business while also allowing Tipco to culturally embrace the technology piece that is in our name. We couldn't imagine the Tipco brand without our recent and ongoing digital journey.
When you are looking to promote someone into a management role or hire someone from the outside, what are some of the traits you look for in determining whether someone will be a successful leader?
As a sales-driven leader, I look for personal accountability, consistency and the ability to inspire teams rather than simply directing them. I often say it's easier to earn respect and buy-in than demand it. After all, it's easier to pull a string across a table rather than push it and end up with a tangled mess. I am drawn to individuals who possess a fierce competitive spirit paired with an optimistic, "glass half full" approach.
Since Tipco merged with HydraTech Industrial Solutions under new private equity ownership, you are one of two co-CEOs running what you've dubbed "Tipco 2.0." What are the keys to making such a leadership structure work?
I am fortunate to have Brad Marshall as my co-CEO. Our journey, though unique, is based on trust and always giving one another the benefit of the doubt. Together, we have built a strong leadership team and a talented commercial organization while building partnerships with five acquisitions in 2024. Neither of us could imagine the concept of "One Tipco" taking shape without relying on each other every day. We often discuss the importance of people and partnerships in our vision and mission, and that starts with Brad and me demonstrating a true partnership every day.
You have been praised by others as a "commercial savant" and a "forward-thinking leader." When you've been in the rubber goods distribution business as long as you have, how are you able to keep looking to the future and not just fall back on what's worked for Tipco in the past?
Our customers are at the heart of our business, and cultivating new opportunities are at the core of our commercial commitment to every employee at Tipco Technologies. To achieve this, I have historically engaged with both existing customers and new opportunities by asking meaningful questions and listening purposefully. A vision of what "great" looks like to our customers is the easy part, building out the teams on all levels of a commercial organization is where the rubber really meets the road.
