Doing it the right way

Hayward Hydraulics’ evolution was founded on something Rob didn’t need to be taught.

Care.

And he makes sure his staff do, too.

“I didn't come from a real wealthy family, so we were brought up to work; you work, you do the job right, you get paid,” he said.

“So if I'm not happy with something, I'll ask my workers: ‘would you pay for that?’”

When the mining industry began to boom in Queensland, Rob admits he had a difficult time retaining workers. To compete, he was forced into paying top-dollar for what he called “good quality workers,” causing financial tension.

When asked if compromising staff quality for cost was ever an option, with the conviction of a true-blue purist, he said:

“No.”

“I've always maintained that a business is only as good as your employees. You can be the best boss in the world, but if you've got workers that people don't like, they don't come through the door,” he said.

“My current staff are up there with the best that I've had. I just try to make sure they’re happy to come to work every day.”

With quality and care as its engine, Hayward Hydraulics became known not just for technical know-how, but for doing things the right way.

As its stature in the industry continued to grow, so did the scope of its customer base. Calls started coming in from as far north as Tully, all the way to Mackay and Western Queensland, all saying the same thing:

“We heard you were the guy to talk to about this problem.”

Family and community at its heart

For the last 10 years especially, the business has made a point of supporting local organisations and sports clubs, most notably the Burdekin Roosters Rugby League Club.

Rob described it as a duty to a community that has given so much to him and the company.

“The community has been so important to it all. I’ve got some customers that have been with me from day one, and with some, I’m onto the third generation of the same family,” he said.

“The’ve given a lot to me. They've helped me grow and supported me, so it's about time I supported them back.”

Beneath it all, though, he points to his family as the driving force.

“I remember those early days when we were setting up the new workshop, building benches and all that, my two brothers-in-law and my father came out and gave me a hand,” he said.

“But my biggest support is my wife. Especially in the early days when I wasn't home, and she solely looked after the kids and everything.

“It got to the stage where I was working seven days a week, 12 hour days, and my wife would bring the kids on a Saturday and Sunday, and we'd sit on the shop floor and have lunch.

“She's been with me through the lows and the highs, and that I thank her for.”

Now, thirty years later, it’s his family pulling him out of the industry. Driven by the desire to make up for lost time with his wife and kids, Rob has loosened his grip on business operations, working four days a week with plans to eventually let his brainchild find its own footing.

As for right now, he’s not yet ready to call time on a chapter that was, perhaps, never meant to last this many pages.

“I still love what I do,” he said.

“The early days come with sacrifices, but when I look back now, it was all worth it.

“I remember when it all first started, looking on the ATO website and coming across that statistic that most businesses fail within five years.

“When I read it, I said to myself, 'well, I'm gonna make sure I’m not that statistic.’”

And that, he did.

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