From the Shop Floor to the Corner Office: How Robin Hodgson is Steering the Future of Roth Hydraulics

In the intricate, high-pressure world of fluid power, leadership is often defined by the ability to balance technical precision with human-centric management. For Robin Hodgson, the newly appointed President of Roth Hydraulics USA, this balance is not just a management philosophy—it is the bedrock of a career that has spanned decades, continents, and every conceivable role within the industry.

Earlier this year, Hodgson was tasked with a pivotal corporate mandate: fully integrate SFP Hydraulics into the global Roth Hydraulics fold. It is a transition that represents more than a mere rebranding; it is a strategic fusion of two hydraulic powerhouses, blending SFP’s specialized bladder accumulator expertise with Roth’s world-renowned piston technology.

A Career Forged in the Apprenticeship Crucible

To understand where Robin Hodgson is taking Roth Hydraulics, one must first look at where he began. Born and raised in Ashington, in the North-East of England, Hodgson’s entry into the workforce was defined by a pragmatic choice. Faced with the standard post-secondary options—higher education, government schemes, or the workforce—he opted for an apprenticeship at K&B Beattie Ltd.

At a time when the oil and gas industry in Northumberland and Aberdeen was experiencing an unprecedented economic boom, the young Hodgson was thrust into the heart of the hose assembly and fluid power sector. This was not a career trajectory planned in a classroom; it was a path carved out through physical labor and hands-on technical mastery.

Hodgson’s rise to the presidency is the definition of a "bottom-up" success story. Over his tenure, he has held nearly every title imaginable within the industry. He began by sweeping the shop floor—a rite of passage that instilled in him an appreciation for the foundational elements of manufacturing. From there, he moved through the ranks: machinist, CNC programmer and operator, hose assembler, inspection and testing specialist, global logistics lead, and eventually, a specialist in IT implementations and SAP processes.

This eclectic background has provided Hodgson with a unique "full-spectrum" view of the business. By wearing so many hats, he developed an intimate understanding of the pain points and triumphs experienced by every department. "Throughout my career, I’ve worked in small companies which have required me to wear many hats," Hodgson reflects. "This experience in every department—from the shop floor to P&L ownership—has been instrumental in how I approach scaling up and growth initiatives today."

The Mentors Who Shaped a Leader

Hodgson is quick to deflect credit for his professional development, citing the profound impact of the managers he encountered during his formative years at K&B Beattie. He credits Ken Beattie Sr. and Brian Beattie with providing the initial opportunity that launched his life-long career.

However, it was his apprenticeship manager, Ian Latimer, who left the most indelible mark on his professional ethos. "Ian had a serious tone that demanded attention to detail, but also a fair and rewarding side when you met those demands," Hodgson recalls. Latimer instilled in him a culture of safety, quality, and an "unstoppable" work ethic that Hodgson still carries with him to the boardroom today.

Later in his career, after an unlikely series of events—including a fortuitous golf tournament in Holland that led to a networking opportunity with the head of a global firm—Hodgson was offered the chance to move to the United States to help establish a greenfield facility in Houston. It was here that he worked under Peter Neale, a man Hodgson describes as "calmness personified."

"Peter was the last and most influential manager I worked for," says Hodgson. "He was multilingual and possessed an incredible temperament. To this day, when I have challenges with team members, my wife always says to me, ‘Be like Peter Neale.’" This mentorship taught Hodgson that while technical expertise is vital, leadership is ultimately about managing people with patience, clarity, and grace under pressure.

Strategic Integration: A Marriage of Technologies

The current mandate—merging SFP Hydraulics into the Roth Hydraulics organization—is perhaps the most significant challenge of Hodgson’s career. The goal is to create a unified entity that leverages the strengths of both companies to dominate the North American market.

"When you marry the two—piston accumulators and bladder accumulators—you’ve got the best of both worlds," Hodgson explains. By integrating SFP’s expertise in the oil and gas sector with the broader, global reach of Roth Hydraulics, the company is positioning itself to expand its influence across North and South America.

The integration is not just about combining product lines; it is about merging cultures. Hodgson is adamant that the identity that made SFP successful must be preserved, even as it adopts the best practices of a global powerhouse like Roth. "The most exciting aspect is leading the team through the upcoming challenges we will inevitably encounter," he says. "Watching the team grow, learn, and pass on the same values and knowledge that I was fortunate to learn myself—that is what it is all about."

The "Invisible" Foundations of Success

While new product launches and market expansion grab the headlines, Hodgson remains grounded in the realities of operational excellence. He is a firm believer that the most essential parts of running a business are often the most mundane.

"Dealing with administrative processes, compliance requirements, audits, reporting, and documentation is essential," Hodgson emphasizes. "These activities don’t always generate revenue directly, but they provide the foundation that allows a company to scale, operate safely, and maintain the trust of customers, employees, and stakeholders."

He argues that success is rarely a matter of luck; it is a result of "disciplined execution behind the scenes." This philosophy is evident in how he leads the team in Katy, Texas. He encourages an environment of transparency, where goals are clear, support is provided, and every employee understands how their specific task contributes to the company’s broader mission.

The Human Element: Building the Future

A core component of Hodgson’s leadership strategy is his reliance on the deep institutional knowledge already present within the team. He points specifically to employees like Christine Hughey, Inside Sales Manager, and Visu Muga, Head of Engineering & New Product Development.

"Christine has dedicated more than 25 years to the accumulator industry," Hodgson notes. "She was employee number one at SFP, and her reputation for customer service and technical expertise is the reason we have the loyal customer base we do today." By pairing veteran experts like Hughey and Muga with the resources of a global brand like Roth, Hodgson believes the company can maximize its potential and enter new, untapped industries.

A Vision for the Next Generation

As Hodgson looks toward the future, he sees a critical need to revitalize interest in the fluid power industry among young people. He is deeply concerned by the decline of apprenticeship programs, which he views as the "gold standard" for career development.

"I don’t see apprenticeships as often as I used to," Hodgson laments. "The world often looks at college or university as the only path, but there is still a massive need for hands-on learning. I was able to successfully learn a trade, learn invaluable life skills, and gain a career while being paid to do so. Who wouldn’t want that opportunity?"

Hodgson plans to introduce an apprenticeship program at the Katy facility, hoping to provide the same life-changing opportunities he received as a 16-year-old in Northeast England. He believes that even as the industry trends toward automation, smarter systems, and advanced condition monitoring, the demand for "skilled technicians, engineers, and hands-on problem solvers" will never dissipate.

Implications for the Fluid Power Sector

The integration of SFP and Roth is a microcosm of a broader trend in industrial manufacturing: the move toward comprehensive, integrated solutions. As the world becomes more reliant on smarter, data-driven machinery, companies that can provide both the hardware (the accumulators) and the expertise (the engineering support) will lead the market.

For Robin Hodgson, the journey from the shop floor to the president’s office is more than just a personal triumph; it is a testament to the power of the industry he serves. "Fluid power literally moves the world, inside and out," he concludes. "It has allowed me to travel the world, build lifelong friendships, and lead teams I am incredibly proud of. If I could go back and do it all again, I’d choose the same path without hesitation."

As he steers Roth Hydraulics into this next chapter, Hodgson’s focus remains clear: honor the history of the brand, invest in the people who build it, and continue to provide the reliable, high-performance technology that keeps the global industry in motion. In an era of rapid technological change, it is a steady, human-centric approach that ensures success is not just a temporary milestone, but a sustainable legacy.