An Interview with VMA's New Board Chairman

Ron Warren, President and COO of Bray International Inc. and VMA’s newly elected 2022 Board of Directors’ Chairman.

At VMA’s 83rd Annual Meeting, Ron Warren, President and COO of Bray International Inc., was elected the board chairman of VMA for the next year. VALVE Magazine caught up with him to discuss his views on the industry and his chairmanship of VMA.

VALVE Magazine: Can you give us a little background on your education and how you became involved in the industry?

Ron Warren: Many years ago, I earned a BS degree from Michigan State University with an emphasis in economics and psychology. Shortly thereafter, I earned an MBA degree with an emphasis in marketing from Loyola of Chicago.

When I finished my MBA, I worked for a major power, architectural and engineering firm in Chicago, leading a group in the Mechanical, Analytical Department. Our focus was writing specifications for equipment in power plants. I determined at the time that if I was going to get into sales and marketing, it would be an opportune time to do so. As I enjoyed learning about and working with equipment going into power plants, it was a natural segue to join a valve company when an opportunity presented itself.
At that point, I had an opportunity to work for Keystone Valve as a salesman in Chicago and since then, I have been in and out of the industry working with other flow control companies and products such as pumps and mechanical seals. I have spent the last 14 ½ years at Bray International Inc.

VM: What are some current opportunities in the industry? What about challenges?  
RW: Our industry has not appealed as we should have to younger professionals in the past and we need to change that quickly. The valve and flow control industry is enormous on a global basis. Virtually everything we use or touch in life is impacted by the valve industry. It is a very diverse, stable and growing industry that is and will continue to be an essential part of making people’s lives better. There are all types of companies—from public, private, Fortune 500 and small—many careers including sales, service, engineering, accounting, finance, manufacturing, legal, logistics and more. Many current company leaders are aging, providing a great opportunity for new talent and leaders to take the helm.  

As the industry grows, so will the technology and processes used to support it. The industrial valve industry is also positioned for knowledge transfer from other industries such as automotive, software and electronics, to drive innovation. It is a diverse, exciting, innovative industry with enormous opportunity for anyone working in it—or for those looking for an industry to be a part of.

It is not difficult to mention the challenges that have been brought about due to the pandemic: supply chain issues, logistics problems, taxes, tariffs and inflation of our material and labor costs. Anyone in the industry currently doing business in China or relying on Chinese suppliers must be concerned about the socio-political challenges currently existing between China and the U.S. Additionally, learning how to operate most effectively and efficiently in the post-COVID era will be one of the biggest challenges each of our organizations will face. As we optimistic managers look at challenges as opportunities, this will be a chance for us all to build stronger companies and a better flow control industry.

VM: Did the pandemic bring on any shifts or changes to the industry you think may stay?
RW: Post-pandemic times will present an opportunity for us to change the way we do business for the better. Most companies will employ some mode of flexible working arrangement. Because of the effectiveness of virtual meetings, I think you will see a drastic change in companies’ travel activities going forward. Individually, we are already starting to see a mental reset. Many are considering, “What was I doing prior to the pandemic, what did I do during the pandemic, and what do I want to do for the remainder of my career?” The choices that our employees make on these questions will greatly affect our companies in many ways. 
 

VM: Taking into account valve industry issues you mentioned, how do you plan to focus your efforts as the VMA Board Chair? 
RW: I like the way your question uses the valve industry’s moniker. That may be a better way to think of our group than just valve manufacturers. We are part of a huge flow control industry made up of suppliers, A&E firms, channel partners, OEMs and end users. Our job is to work together to grow the industry and, as VMA members, we must be more inclusive in growing our membership and be more effective in how we use our united industry voice. We have always emphatically stated that we are not a lobbyist organization, but this may be a topic to be revisited. During his term as Chairman, Bryan Burns of DeZURIK was instrumental in establishing a Government Affairs Committee within the VMA. This committee has been working on bills such as a budget, reconciliation, infrastructure, Investment and Jobs Act as well as vaccine mandate issues. 

VMA, just like most of our companies, managed well through these challenging times. Heather Rhoderick joined VMA as president just as the pandemic was starting and has done a magnificent job since she arrived. Bryan Burns of DeZURIK served during the challenging first part of the pandemic as chairman and Arie Bregman of DFT has done a great job during the remainder of the pandemic. Nathan Burnell of Baker Hughes worked closely with our VMA president and members of the Strategic Planning Committee to write a detailed, three-year strategic plan. Because of the work of these members and our Board of Directors, I believe the organization is stronger, better organized and on the precipice of great growth going forward.

I believe our responsibility for the coming year should be to enact the newly adopted strategic plan and move it forward as quickly as possible.  
To me, the core principles of the plan are the following:  

Be the unified voice of the industrial valve industry. Represent the valve industry as a sector of manufacturing that is vibrant, attractive, innovative and responsible. We as a collective industry need more people participating and serving in the VMA to drive a continuing evolution.
Demonstrate thought leadership and provide industry expertise and education. Educate members, end users and the industry to facilitate innovation, efficiencies of reduction and distribution, increase in health and safety and environmental protection, and promote proper use of flow control equipment throughout the world.
Represent the industry to policymakers. Enhance advocacy and influence government activities to create a positive business operating environment and opportunities for industry growth. Do not become a lobbyist organization, but certainly become more like one.

VM: On a more personal note, what do you do when you’re not wearing your business hat?
RW: We certainly must bifurcate that question between pre-COVID environment and our last 20 months of a vastly different COVID life. Pre-COVID, I spent basically every week traveling, so the personal time was largely confined to weekends. As I have been on an extended golf hiatus, my weekend time is spent with family endeavors. My wife Cassandra and I are fortunate to have two grown children with five grandchildren. Our daughter and family live near us in the Chicago suburbs, and we are geographically challenged with our son and his family in New Mexico. We try to spend as much time as possible with both of them. During the summer, my wife and I enjoy traveling internationally and I look forward to that returning.  

VM: What piece of advice would you have for those entering the valve industry—either as a recent graduate or a mid-career professional?
RW: Hurry. We need you. The industry is stable, it is growing, and we are offering high-paying career positions with great benefits. It should be a destination industry for people as they plan their business careers.